Ash Grove

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

There was an effective system in place to monitor the service. Audits were effectively in place to ensure actions were identified and improvements were made. People's records were accurate and up to date and contained person-centred information about people's needs. The provider had started to make some improvements to the culture of the service to ensure staff felt able to report their concerns and there was improved visibility and action from the new manager.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management team were committed to develop and embed a culture where people were at the focus of everything they do. They told us they were passionate to ensure these values are driven amongst the staff team and embedded to ensure better outcomes and a good quality of life for people. This included implementing regular residents meetings where people are empowered and feel heard, building team cohesion by embedding regular staff meetings, ensuring an open culture, enhance productivity, collaboration, and staff morale and, enhancing relationships and improve communication with relatives by implementing family meetings. This will allow family members to share any feedback or concerns. The service manager told us they would also like to build on people’s communication needs, and improve people's community access and activities.

The aims and objectives of the organisation were outlined in the Statement of Purpose. Policies and procedures and staff training were available to guide staff in equality, diversity and human rights, and helping to promote good, compassionate care.

There had been changes in the provider’s staffing structures and management of the home since our last inspection, which required embedding in to establish and further improve the running of the home. The operations manager had spent time regularly working at the home in order to support the new manager and staff, and to check the quality of care provided to people during the times of change.

The service’s improvement plan and 12 month plan evidenced changes and actions required, implementation of these and timescales for completion.

Staff spoken with felt care issues were improving and changing for the better. However, one staff member felt communication between management and staff could be further improved. The management team told us how they were working on improving communication, so staff knew how to and felt confident to raise any concerns. This included having more regular staff meetings.

There was a raising concerns, freedom to speak up and whistleblowing policy in place. This outlined the processes and procedures to follow for staff to speak up, and to be able to speak up without fear of reprisal. In addition, staff were provided with contact details of other means of how to speak up, on a safeguarding poster.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff were clear about their roles and responsibilities. The management team were open and honest during the assessment process and were responsive to feedback.

There were systems and processes in place to ensure the service ran safely and effectively. A ‘trial process’ was currently in place and being developing under the new management structure.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The management and staff team were committed to make improvements happen. The management team told us what changes and improvements were required and how they had started and how they would continue to address these.

The new management team were committed to identify any areas for improvement through governance and quality assurance processes, and implementing changes to improve the service. This included feedback gathered from people using the service and families via surveys. The service manager told us they would be creating a new more suitable survey.