Gresley House Residential Home

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.

The provider was working to develop a stable staff team to ensure a positive atmosphere and culture. The provider had processes in place to support the shared direction and culture of the service. This included communicating updates through meetings with people and staff. The provider implemented organisational procedures to support the staff to consistently provide person-centred and effective care and support. A new manager was in post and an ongoing recruitment campaign running to source staff to work in the home.

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.

The management team were passionate about ensuring the service delivered quality care to meet people's needs and they were supported by the provider to achieve this. The manager operated an open-door policy for stakeholders, including staff, to speak with them. Staff gave mixed feedback about being supported by the manager.The provider was aware of the staff feedback and implemented policies and procedures to work with staff to resolve issues. The manager in post had submitted their registered manager application.

People did not always feel they could speak up and that their voice would be heard.

The provider implemented policies and procedures to support staff to raise concerns. Staff understood how to raise any concerns they had. Staff gave mixed feedback about how their concerns and how feedback had been responded to. Not all staff had received feedback in relation to the concerns they had raised.

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 provider implemented policies which promoted equality and diversity in the workplace. Staff were given opportunities to develop through planned supervision, staff meetings and training. The management team understood the importance of ensuring people were respected and treated fairly in the workplace. The provider was committed to developing, supporting and maintaining a stable and effective team in the home.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider understood and complied with their legal responsibilities to promptly inform CQC of any notifiable incidents. Audits were completed to manage the overall running of the service such as infection control, medicines and environmental risk assessments. These identified any areas for improvement and actions were taken as needed.

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.

Effective partnership working was in place to support people to access appropriate healthcare. Records confirmed people regularly saw other professionals when needed this included the GP and District Nurses. A visiting health care professional told us they visited the home regularly to provide planned care and complete assessments. They were supported throughout their visits by staff and everything they had advised for people had been implemented. The service had worked on areas identified for improvement to ensure good outcomes for people. For example, reports were shared by the manager with professionals which facilitated safe care without delay. Positive feedback was received from stakeholders. We were told, “I must highlight the substantial improvements observed within the service (recently)”.

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.

The provider had systems in place to learn lessons and drive improvements. Systems were in place to analyse learning from areas such as accidents and incidents and safeguarding.