Hampton Grange Nursing 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.

At our last assessment the service was in breach of legal regulation in relation to record keeping and sharing of information. At this inspection the provider was no longer in breach of regulation.

This service scored 75 (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. Rotherwood Healthcare had a clear vision and core values which was outlined in the Statement of Purpose, “The vision across every one of our homes, is one of individually tailored exceptional care within stylish and luxurious surroundings where imaginative, nutritional menus and dining options alongside motivating and inspiring activities, ensure that every resident feels safe, well, valued, and empowered to make choices. To uphold our commitment to an entirely person-centred approach for our residents, their families and friends. Our person-centred approach to care means that we are Committed, Caring, Compassionate, Polite, Passionate, Kind and Respectful. As a company and as people, we never lose sight of these core values.” More than one relative we spoke with told us they would recommend the home to other people in a similar position to themselves. One relative said, “Yes, I would recommend the home. It’s a very friendly place. There is a warmth about it. Home from home.” Another relative said, “Would definitely recommend Hampton Grange.” A further relative told us, “Generally think its fine (Hampton Grange) but wouldn’t say exceptional. Staff on the ground doing a good job and generally care about what they are doing.”

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. Since our last assessment there had been a change in management and changes in the senior management team. The new manager had been in post since August 2024. The manager was enthusiastic about the work they did and open to feedback and learning. The manager told us they were supported in their role and spoke highly of the support they received. They told us the regional manager and chief operating manager had always supported them since being in post and have felt even more supported since the new head of regulation and compliance had joined the company. In addition, the manager was also being supported by another manager, while they were waiting for a new home to open. Leaders had worked hard to implement changes and improvements to ensure people consistently received a good quality of care. The manager and senior management team were open and honest during the assessment and shared the challenges they have overcome. Relatives spoken with overall were positive about the management team. One relative said, “The new manager is a lovely person. They talk to me, and they laugh. [Manager] will stop and talk with me.” Another relative said, “[Manager’s name] is always incredibly helpful.” A further relative told us, “Management team are absolutely brilliant.” And another relative said, “Since the new management had been in place they felt the social side with residents had improved, more involved. The approach was different and certainly get a response from the residents.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had access to whistleblowing information and told us they were able to raise concerns. For example, in daily meetings, team meetings or supervisions. One staff member said, “The manager is approachable if something happens management investigate.”

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. There were processes in place to ensure staff were treated fairly and equally and their rights were upheld. For example, there was an equal opportunities policy in place.

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. At our last assessment we identified improvements were needed in relation to record keeping and sharing of information. At this assessment we found improvements had been made. Information was shared appropriately, and staff had been supported with training and clinical upskilling. For example, staff were re-trained on the PCS digital care planning system, expectations were simplified, and daily review routines were embedded. In addition, to strengthen clinical oversight and nurse development 2 nursing staff were enrolled on the nurse preceptorship programme. The program is designed to support newly qualified, returning, and transitioning nurses and includes a 12-month training pathway, booklets, classroom learning, shadowing and a dedicated preceptor for each nurse. The manager and leadership team understood their roles and responsibilities and who was accountable for what. Audits were more effective as they had been streamlined, and some frequency of audits had been changed. For example, medicine audits had been changed to every other month as opposed to monthly. This was a bigger and more robust audit. In addition, rapid audits were implemented if issues were identified. For example, if there were gaps identified on MAR charts a 2-week rapid audit would be implemented. Meetings with staff took place to discuss the service, reinforce areas of good practice and areas for improvement. There was a contingency plan in place which provided guidance in case an issue occurred which impacted the provision of care.

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. This included the local authority, commissioners and health and social care professionals to ensure good outcomes for people. There was evidence in people’s care records of multi-disciplinary working.

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. The management team was committed to improving the service and told us this remains at the heart of their approach. There was a clear understanding of learning from when things had gone wrong and sharing feedback with people and staff to ensure lessons were learnt. Improvements identified during our last assessment had been achieved by amongst other things, undertaking a full review of leadership using the ‘Right Person, Right Seat’ principle. This meant fulfilling roles with the right individual who has the right skills, passion and strengths that align to the role. Compliance had been restructured making it more streamlined and manageable. Compliance accountability was now shared across the 9 key leadership roles which consisted of the home manager, quality assurance lead, clinical lead, maintenance Operative, Chef, Head housekeeper, customer administrator, staff administrator and lifestyle coordinator. Staff were supported in their roles to learn and improve through, training, supervisions and staff meetings. Systems were in place to obtain feedback to help the service learn and drive through improvements.