Hunningley Grange 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 inadequate. At this assessment the rating has changed to requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was previously in breach of the legal regulation in relation to good governance. Improvement was found at this assessment, and the provider was no longer in breach of this regulation.

This service scored 61 (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 and manager were aware of improvements still required at the service and were working proactively to address these. Systems implemented were being embedded into practice across the service. A new electronic governance system was due to be implemented to assist with oversight and increased provider visits were due to continue. The new manager was to register with CQC and was passionate about their plans for the service. Staff were feeling more positive about changes that were already implemented. One staff told us, “Yes things have really improved. There have been noticeable improvements in care planning, communication, staff meetings and training. The cleanliness of the home has significantly improved, and the environment looks better due to ongoing renovations and redecoration.”

The provider had not always 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 not always had the skills, knowledge, experience and credibility to lead effectively. They did not always do so with integrity, openness and honesty. A new manager had been recruited since our last visit. The manager had only recently started in post but was already knowledgeable about the service, people and staff. The provider had worked hard to address areas of concern identified at our last visit and put new governance systems in place. Both the provider and manager understood systems and processes required further time to be fully embedded to support them to monitor the overall quality of the service and ensure that all the positive changes already implemented were sustained.

The provider now fostered a positive culture where people felt they could speak up and their voice would be heard. Leaders told us they were committed to ensuring staff felt supported, listened to and that they promoted a positive culture. Staff told us they felt more supported and were now happier in their roles. The provider had a complaints and compliments process in place. Staff were aware of the provider’s policy on whistleblowing and knew how to whistle blow should the need arise.The service was now fostering a culture where people could speak up and their voice heard. There was now regular engagement with people and their representatives ensuring better communication with and involvement of people in decisions about their support and the service.

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. Staff were not previously receiving regular supervision, but this was now taking place and if maintained should meet the frequency identified by the providers policy by the end of the year. Staff told us they were now feeling more supported and that the service had improved. One staff member told us, “I am offered plenty of support…staff morale is good.”

The provider had not always had clear responsibilities, roles, systems of accountability or good governance. They had not always acted on the best information about risk, performance and outcomes, or shared this securely with others when appropriate. However, systems and processes were now in place or in the process of being implemented which would support the service on their journey of improvement. The provider had not been aware that they were not registered to provide support to autistic people or people with a learning disability and therefore were not fully compliant with meeting the requirements of ‘right support, right care, right culture’. The provider agreed to take immediate action to rectify this. Audits now monitored the quality of the service and actions were created where areas were identified as needing improvement and a record of completion made. A new electronic quality system was to be introduced to further enhance oversight of quality in the service. Whilst there had been a vacant manager position the provider had increased on-site presence with the Regional Manager based at the service. We discussed with the provider the benefit of providing regular on-site presence not only to support the new manager but to also ensure new systems were embedded and sustained and showed consistent improvement.

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 senior team had a strong commitment to improving the service and were open to suggestions for improvement, recognising the importance of joint working with partner agencies. The provider now worked routinely with external partners including the local authority to ensure people received the right support.

The provider had not always focused on continuous learning, innovation and improvement across the organisation and local system. They had not always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They had not always actively contributed to safe, effective practice and research. However, significant progress had been made since our last visit and the provider was now working with people, their families and staff to build a culture focused on improved outcomes for people. We received reassurance from the provider of their commitment to continue to learn and improve. They told us they were committed to sustaining progress over the longer term and ensuring care going forwards was consistently safe and effective.