Highgrove 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

Governance systems had either not been established or were not being used effectively. This meant shortfalls we identified at this assessment had not always been identified. The provider, operations manager and registered manager acted immediately to make changes to improve the governance framework and by the second day the concerns we had identified had been rectified. We were shown new audit documents that had been developed following our feedback which covered all the areas that had been missed previously. In addition, the operations manager developed an overall audit to add an extra layer of governance. We also received a reflective account from the operations manager following our inspection to demonstrate their learning and training had been organised for the leadership team to further develop their understanding on how to meet the CQC regulations. Effective audits were in place to support the safe management of medicines and good communication between staff and the registered manager ensured people’s needs were identified and met. Staff, people and relatives spoke positively about the leadership of the home. There was an open-door culture and the leadership team was approachable. Partners working with the home to ensure good outcomes for people told us staff worked well with them and this had led to people receiving good person-centred care.

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 registered manager, operations manager and provider told us they fostered a shared direction of putting people first. Staff demonstrated a positive, compassionate, listening culture focused on learning. One staff member said, “I think Highgrove is well led. We get equipment etc when we request it and if something needs updating or replacing.”

The registered managers held regular meetings and supervisions with staff to discuss what was happening in the home. This gave the opportunity to share learning and discuss ways they could improve the service.

The home was well-led. Staff told us, “I think Highgrove is well lead I feel listen to by the managers and supported” , “Highgrove is well led, and I understand everybody's role. There is always training going on to ensure do well in our area of responsibility” and, “In my opinion, Highgrove has an excellent leadership team since there is clear communication among all members of the team and they successfully supervise the personnel. My comprehension of everyone's jobs, including the care staff, the team lead, the activities staff, and the chef, aids to guarantee that all facets of resident care and facility operations go off without a hitch.”

To ensure the home promoted inclusivity, protected characteristics were sought at the start of staff employment and any reasonably adjustments were discussed and recorded as part of the recruitment process. Leaders had completed training to fulfil their roles as managers and we had a discussion around external forums that will assist with their ongoing knowledge of social care and best practice guidance.

The registered manager and operations manager told us they had an open door policy and felt assured staff felt comfortable to come and speak with them. Staff told us they felt able to raise concerns and if they needed to, would feel comfortable talking with the other registered manager or the provider. One staff member said, “I know that I can speak to [registered manager] or ask something whenever needed, and if she isn't around, I can ask [other registered manager] or [provider].

The provider had policies in place in respect of whistleblowing and safeguarding and staff had access to these. Quality assurance questionnaires had recently been sent out and the registered managers were awaiting the responses.

Staff told us they felt they were treated equally. One staff member told us, “Highgrove offers a supportive team environment, a strong focus on resident care, and valuable opportunities for professional development, creating a positive workplace culture.”

Staff had completed training in equality and diversity and an equality, diversity and inclusion policy was in place.

We identified shortfalls in the governance and oversight of the home leading to people being placed at risk before our inspection. On our second site visit day the operations manager showed us they had created new documents to make governance robust. We identified shortfalls in the governance and oversight of the home leading to people being placed at risk before our inspection. In response to our feedback, the operations manager told us they had reflected and identified the need to improve. The registered manager and operations manager were open to guidance and told us they had arranged training to further develop understanding and support with driving improvements. In addition, the operations manager and registered manager told us they had signed up to attend registered managers networks where learning was shared to drive improvements.

Governance systems had either not been established or were not robust enough to identify the areas for improvement we identified on our first day of inspection. Improvements had been made by the second day of our inspection and we were shown new documents that had been developed to make governance robust.

Staff worked in partnership with other organisations and professionals to ensure good outcomes for people. People and their relatives had opportunities to feedback about their care and felt suggested improvements would be implemented where possible. One relative said, “They always let me know if [relative] is unwell and contact the GP straight away.”

The operations manager told us the home had good working relationships with a range of stakeholders to ensure the home was safe and people were provided with person centred care.

Partners working with Highgrove to provide joined up person centred care told us, “I have always found the care to be excellent at Highgrove. The staff team are friendly, professional, and very skilled. Nothing is too much trouble for [operations manager] and her team. Staff considers the needs of the person and how they can be best met. I feel the home is very well led” and, “I believe the home is led well by the management staff I have met and worked with and they have always been open and honest with my questions, and receptive and agreeable with and to any comments that I may have given. I have only ever seen the staff there be kind, caring and considerate and understanding with the patients when I have visited and I have not had any recent negative feedback from any relatives.”

The provider had quality assurance forms in place to seek the feedback from visiting professionals and contractors. Feedback reviewed by inspectors were positive one professional stated “We are always impressed by the quality of the home, its pleasant atmosphere and in particular, the positive attitudes of the staff. Evidently well led at all levels and expertly managed, the staff are happy and dedicated, always performing their allocated tasks properly, professionally and with a sense of purpose, we have seen the delivery of high-quality person centred and meaningful care.”

The operations manager and registered manager were keen to develop, learn and improve following our findings on the first day of our inspection. They told us they had signed up to information sharing from respectable sources and planned to attend workshops run by other registered managers to share learning. .

An ongoing action plan was not available at this inspection however, the operations manager told us they planned to introduce one to demonstrate where they had identified areas of improvement and the actions they took. This will enable to home to share learning with their sister service.