Cranley Gardens

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 inspection 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 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. Staff were supported by managers to deliver high quality care and support to people in line with the provider’s vision and values for the service. Systems and processes had been designed in line with the vision and values and focused on people and meeting their individual needs. The deputy manager told us, “The involvement of the person is most important and what they tell us, helps us deliver what they want and need from us.”

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 provider had made improvements since our last inspection and no longer in breach of regulations. A stable and consistent management team was in place at the service which meant the service was now managed well. Relatives told us managers had been open and transparent about improvements that were needed at the service and had followed through on promises to make things better for people. A relative told us, “There have been huge changes. It has improved and modernised. I think [registered manager] came in when things were really poor and told us to trust him and he’s turned things around and he has achieved that, which is great.” Staff felt better supported by managers, who were experienced and focussed on meeting people’s individual needs. A staff member told us, “They know the people well here and know how to support people themselves and will assist and support people when needed.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff worked closely with people through individual key worker sessions to encourage them to have their say and state their views and concerns about the service. Relatives and partners were comfortable raising concerns with managers and felt listened to. Staff were supported to have their say and make suggestions for improvements through regular supervision and meetings with managers.

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 well supported by managers who treated them equally and fairly. Managers understood the importance of a fair and inclusive workplace for all staff. The registered manager told us, “I always treat my staff fairly. We don’t discriminate against staff and everyone gets the same opportunity.” Staff had opportunities for career progression if they wanted this. Staff were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

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 made improvements since our last inspection and no longer in breach of regulations. Governance systems were now more effective and used to regularly check and audit the quality and safety of care and support provided to people. The quality of information recorded and maintained on people’s records, and records related to the management of the service, had improved. Outcomes from checks and audits were used to make any changes required and support staff to improve their working practices. The registered manager understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

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. Partners had positive experiences of working with the provider to collaborate on the delivery of safe, high quality care to people. A healthcare professional, supporting one person with their nutritional needs, told us, “I am always made so welcome by all the staff and they know my name and they get excited for [person using the service] as they know how much he enjoys [my visit]. They will get things ready for me and they help me out loads of times, if we’ve had to make some adjustments. They get in the ingredients I need. Even better, each time I go I look at [person using the service] and what’s he’s been eating and they are using my recipes so they are getting confident using these and that makes me happy.”

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 made significant improvements at the service since our last inspection. This included refurbishment and redecoration of the environment in line with people’s choices and preferences and improvements to the quality and safety of the care and support provided to people. These improvements had achieved positive outcomes and enhanced people’s quality of life. People told us they were happy with the changes to the environment. A relative said, “After lockdown the quality of staff was not great and a lot went wrong. Then [registered manager] came along and he’s lovely. I had a real go at them when things were going wrong…he addressed all my concerns and the improvement has been apparent and I am really quite thrilled with it.” A healthcare professional told us, “In the last 6 months I feel such a difference, it feels like a really happy place.” A staff member said, “[Managers] have improved the environment, supported the staff and improved communication with family. I see a massive difference. The changes to the environment has made people much more comfortable and they spend more time in communal spaces. I think people are happier.” Managers recognised the importance of learning lessons and continuous improvement to ensure people received safe, high quality, care and support. The registered manager told us, “We use our management tools and have weekly catch ups to check how we are achieving standards and meeting action when changes or improvements have been identified.”