Granville Gardens Care 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. This is the first assessment for this newly registered service. This key question has been rated 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 in breach of legal regulation in relation to governance at the service.

This service scored 57 (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 manager explained the vision of the home was, “Making sure everyone is happy, if they [people] live here, they feel comfortable and safe, looked after and listened to. They [people] should get enjoyment out of what they do every day, given choice and treated with respect and dignity.”

The provider had inclusive leaders, but they required more time to ensure high standards of care were consistently maintained. There had been significant changes to the way the home was managed since the home registered with CQC. The new manager was responsible for day-to-day management of the service shared with us the challenges they had faced and the actions they had already taken to improve the service. The provider had been very open about areas for development and how they would achieve their plans. Despite the frequent change in management staff felt well supported. One staff member told us, “If I have any issues, we have so many people [management] we can discuss the problems with."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People generally knew who the managers were and said they would feel able to speak to them directly about any concerns. Staff told us they were confident to raise issues or concerns or make suggestions which could improve people’s outcomes. One staff member told us, “If I have any concerns little or small or I disagree with something I know I can go to any manager and confidently talk to them.”

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 told us they were fairly treated and had never witnessed discrimination or inequality within the service.

The provider had governance systems in place, however, these were not always effective. The provider had not independently found concerns we identified during our assessment, for example, in relation to inaccurate care plans, medicines management and infection control. However, the provider responded to our concerns which included reviewing these areas, making improvement and planned further actions they would take. We will check for sustained improvement at our next assessment.

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. Safe practices were in place and followed to ensure people accessed external professional services as needed. The manager confirmed they worked in partnership with visiting professionals.

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 manager promoted continuous learning with staff. While improvements had been made at the service, the processes and practices still needed to be embedded to further improve oversight and improve people’s care. This included the management of audits such as medicines audits, as these did not always identify the concerns found during this assessment.