Grangewood Lodge 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 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 had developed a stable staff team which provided good support to people in a friendly, relaxed environment. People recommended the service and liked the family feel of the care home. Staff were happy to work for the service and were proud of the care they delivered. One member of staff told us, “Delivering person centred care is important to us, we understand it and promote it, it is now part of the team culture.” People, their relatives, staff and visiting professionals consistently told us of the knowledge, support and kindness demonstrated by the management team.

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 registered manager led a team which was passionate about delivering true person-centred care, ensuring the service delivered quality care to meet people’s needs. One member of staff told us, “We treat people with care and respect, to promote their independence but help where required. We recognise people have wishes, hopes and goals. We offer a warm, friendly place to live and welcome families and visitors whilst observing the privacy and dignity of the people who live here. Our practice reflects our philosophy, aims and mission statement.”

The registered manager readily made themselves available to all stakeholders, encouraging face to face contact wherever possible. A visiting professional told us, “The manager and senior carers always make themselves available when I visitand are always willing listen.”

The provider fostered a positive culture where people felt they could speak up and 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 and felt confident these would be addressed.

Stakeholders spoke positively about the registered manager’s approach and were confident any issues would be addressed without needing to be escalated as a complaint.

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 provider understood the importance of ensuring people were respected and treated fairly in the workplace. Staff consistently told us they felt valued by the provider and appreciated the support offered to them. One member of staff told us, “We get lots of training and there is lots of opportunity to learn and improve.”

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 health and safety, medicines and care records. The provider completed an annual review of the whole service to produce a quality assurance report which identified areas for improvement and the actions agreed to address them. Staff were part of the improvement process. One member of staff told us, “We review everything we do, and the managers explain to us how we are going to improve.”

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 provider has systems in place to work with professionals to achieve good outcomes for people. 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.

Stakeholders shared consistently positive feedback with us. A visiting professional told us they visited the home regularly to provide planned care. They confirmed they were supported throughout their visits by staff and everything they had advised for people had been implemented.

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, complaints and safeguarding. The registered manager worked with stakeholders to understand why things went wrong and involved them in finding solutions. One relative told us, “The managers are responsive to me and work with me to resolve any queries I have had.”