Grove Park

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Previous areas of improvement identified at the last inspection had been met in respect to the service having a shared culture of improvement. The registered manager and staff shared a common understanding of what good care looked like, and how they should work together to achieve it, and ensured good outcomes for people. Induction, training, learning and reflection all ensured staff were reminded of their core purpose and supported to continue achieving it. Staff believed in the positive impact they could have in people’s lives. The manager told us, “Getting the right culture takes time and having the right staff. We are working really hard and are achieving this.” People, their representatives and external professionals felt the service was well-led, with the manager being visible and accountable. One external professional told us, “The manager is instilling some really positive changes. You can see the difference in the way the staff are working.” Policies and procedures had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of people.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Previous areas of improvement identified at the last inspection had been met in respect to the leadership of the service. Staff spoke highly of the management team. One member of staff told us, “[Manager] is very good and giving proper guidance for us. Last week she did manual handling training. If we need any help we can approach directly to her.”
Not all the people and their relatives we spoke with knew who the manager was. However, the manager was new in post and had plans in place to get to know people and their relatives. The manager told us, “I have an open door policy, I want to listen to everyone’s feedback, so that we can learn from it.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Previous areas of improvement identified at the last inspection had been met in respect to staff feeling confident to raise concerns. The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The service had policies and procedures that supported staff in speaking up. Policies included the topics of safeguarding and whistleblowing.

The manager told us the service actively supported staff to speak up with any concerns. Staff confirmed this. One member of staff told us, “I am confident to tell the manager. I have raised concerns, and they were dealt with.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The manager told us, “We respect all our staff. They are from many different countries and cultures, and we work well together as a team.”

All the staff we spoke with told us the service was inclusive. Policies and procedures supported diversity and inclusion within the service.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Previous areas of improvement identified at the last inspection had been met in respect to systems of governance. However, we identified some areas of practice that required improvement. A quality assurance process was in place, designed to give an effective overview of quality of the service and identifying any shortfalls. However, these systems of governance needed to be embedded further to ensure any learning could be implemented. The manager was aware of this and had been working closely with the provider to implement and embed robust systems of governance and audit.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The service had a good relationship with the local GP service. Staff said a health professional visited the service weekly and would carry out additional reviews when needed. One health professional told us, “The staff are very good and they know the residents well." Local schools, charities and churches also visited the service to spend time with people.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Previous areas of improvement identified at the last inspection had been met in respect to learning and driving improvement at the service. Staff were encouraged to develop their skills and learning so they can provide the most appropriate care for people using up to date best practice guidelines. The manager told us, “Training is very important, and we are developing the skills of the staff. The staff are giving very good care.”