Grove Place Retirement Village

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 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 good. At this assessment the rating has remained 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 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.

The provider’s mission statement and values underpinned their vision and strategy for the service. The provider used a values based recruitment and selection policy, to recruit staff who aligned with their values for the delivery of people’s care. Staff spoken with understood the purpose of the service, its aims, how care was delivered for people and why.

The provider appreciated people wanted to be independent and the aim of providing care was to enable people to be independent for as long as possible. The provider also sought to provide people with a personalised service which was tailored to their needs, preferences and wishes.

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.

There was a clear organisational structure and leaders were accessible and visible to people, relatives and staff. The registered manager who was experienced in their role, worked alongside staff at peak times where required delivering people’s care and they met with night staff at the shift handover. This ensured they spoke regularly with people and staff and had an understanding of any issues and risks.

There was a good level of support for the registered manager from the provider, both from the senior leadership team and from within the staff team, with a care co-ordinator and senior care staff supporting them with leading the team.

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

The provider had a whistleblowing policy and all staff had access to the provider’s independent and confidential whistleblowing line. Staff had opportunities to speak up about any issues at supervisions, the daily staff shift handovers and through the staff surveys, as well as by speaking directly with management. Staff spoken with were aware of how to speak up.

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 required all staff to complete equality, diversity and human rights training, which was underpinned by the provider's equality and diversity policy, this enabled staff to understand about protected characteristics as defined under the Equality Act 2010. Staff were required to complete a health questionnaire as part of their recruitment, in order to identify if they required any reasonable adjustments to carry out the role. All staff had access to opportunities for their professional development.

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 had a comprehensive governance framework, which included a planned programme of audits of different aspects of people’s care and safety, in order to provide oversight of the service and to identify any potential areas for improvement for people.

The registered manager completed the audits when scheduled which were then reviewed by the general manager. The findings were then evaluated at the provider's monthly quality assurance meeting. The provider also had processes to identify any themes or trends in people’s care. Any required actions from the provider’s ongoing monitoring of the service were then logged and overseen until completed.

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.

Staff understood which other professionals were available to people and how to access them. The registered manager ensured relevant information was shared with people's relatives and external professionals when required. A professional said there was both good communication and joint working between them and the service which improved peoples’ outcomes.

Staff supported people to attend off site commitments if required. People said staff supported them to attend any activities on site and we saw staff drive people off site using the retirement village’s minibus, to attend their external activities.

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 processes in place to review and identify any learning and service improvements following incidents, which was then shared where relevant, to enable wider learning. For example, following review of an incident the identified learning was shared both internally and externally, to reduce the risk of repetition. Staff's views and ideas were sought and they contributed ideas to improve the service for people.