Grey Gables

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 a range of audits in place to monitor and improve the quality and safety of the service. The culture of the service was open, honest and positive. Staff felt the registered manager listened and acted on concerns. Staff wellbeing was actively promoted, and lessons learnt were shared during staff meetings and supervisions. Partners felt the registered manager acted on feedback and implemented changes when needed. Staff felt supported in their role and there was a range of policies in place for staff to access.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff told us they attended regular team meetings where information was shared, and discussions were had around people using this service. One staff member said, “We have monthly staff meetings to talk about how things are going and how we can help improve the lives of people living here.” Staff felt there was an open culture and people using this service were at the heart of everything they do.

Staff had training on equality and diversity and there was a policy to reflect this. The registered manager was continuously trying to improve the service and think of new, innovative ways to ensure people lived a fulfilling life.

Staff praised the management team including the deputy manager and the registered manager and felt they were approachable and knowledgeable. One staff member said, “The managers are very professional and communicate well to all employees. They are hands on and help when needed.” Another staff member said, “I feel very supported here, it is a fabulous place to work.” Staff felt any concerns they raised to the registered manager would be listened to and acted on.

There was a positive culture at this service and staff told us they felt supported by the management team. We saw evidence of resident meetings taking place on a 1-1 basis to suit the needs of the people living at this service and regular staff meetings were taking place where information was shared, and lessons learnt discussed. There was a clear management structure and escalation process for staff to use. A range of quality checks were undertaken by the registered manager, head of quality and the director to ensure good, effective systems were in place.

Staff felt confident in raising concerns. One staff member said of the management team, “They always listen and take things on board.” Staff told us they attend regular meetings which they find helpful.

There was a positive and open culture where staff felt able to raise concerns should they need to. There was a whistleblowing policy in place which included advice for both staff and people living at the service to follow. The registered manager spoke honestly during the assessment process, and it was apparent through looking at documentation that honest conversations were had when things went wrong. Staff surveys showed an analysis and action plan of concerns raised and how they will be addressed.

Staff told us they were treated equally and fairly. One staff member said of the registered manager, “The manager goes above and beyond and is very caring and compassionate towards staff.” Another staff member told us, “This is the best place I have ever worked; all staff are happy, and we work well together as a team.”

An equality and diversity policy was in place which staff had access to. There was a thorough recruitment process in place at Grey Gables and in house promotions were encouraged. Promotions were not based on how long a staff member had been in employment, but rather their skills and competence.

Staff told us they knew the management team well. They said regular checks were carried out including safety checks of the environment and competency of staff to ensure any concerns were identified.

There was a range of audits and safety checks in place which identified any issues and actions that needed to be addressed. Necessary information was shared to the local authority and the Care Quality Commission as required. There was a range of policies in place which staff had access to, and the director was actively involved in the running of the service and supported the registered manager when needed. Staff were receiving regular supervision and competency checks to ensure they were confident in their role and identify any concerns.

People's feedback raised no concerns about partnerships and communities.

Staff and managers told us people had support from advocates and social workers when needed.

Partners praised the registered manager and felt they were open and honest. Partners spoke very positively about how the registered manager took feedback on board. They said, “Some of the daily notes weren’t as detailed as needed. This was being addressed in supervisions, daily handovers and team meetings.”

Support plans held an extensive list of contacts including advocates and social workers. The service worked in partnership with various organisations including social workers, GP’s and advocates to provide continuity of care.

The registered manager spoke positively about how people’s lives had improved since they came to Grey Gables. People were now more relaxed, and incidents had decreased. Staff told us they have a meeting after an incident has occurred to discuss the event and promote staff wellbeing. One staff member said, “After a big incident we have a de brief with managers to discuss how we are feeling and what we can do differently.” This promoted the wellbeing of staff and helped to reduce the risk of further incidents occurring.

There was a clear culture in this service for learning and improving. Following on from an incident, the staff team met with the registered manager for a de brief to discuss how staff were feeling. Lessons learnt were shared during these meetings as well as in larger team meetings and supervisions. The registered manager attended monthly meetings with the provider and other managers of homes in the group to learn from incidents and share information and ideas.