Homefield Grange

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

Improvements had been made, embedded, and sustained within Homefield Grange around leadership and oversight of the home. Governance systems in place were operating effectively to identify safety concerns and improvements. Management of the home was stable, multi-layered, and provider oversight systems were effective. People and staff had confidence in the management of the home, and they felt included in decisions made. The registered manager had made all necessary notifications and information sharing as required. The registered manager was supported by a strong team within the home and was supported across the providers locations.

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.

Staff told us they were committed to the registered manager and Homefield Grange, proud of the work they did there. The provider had a clear objectives and vision where everyone was included. One member of staff said, “I enjoy being part of the Homefield Grange team. I feel the home has really improved with the registered manager. It’s nice to have a manager who not only manages the staff but who really knows the residents too. They have changed the attitude of staff to ‘we are one whole team’ and the atmosphere is a lot nicer and friendly.”

There was a robust programme of checks, monitoring and audits which identified areas for improvement. There were clear processes to ensure the home continually sought to improve. The registered manager and staff actively sought the views of people and their families through surveys, individual meetings, and face to face meetings. There were several ways to be included.

Leadership was visible, the provider, registered manager, and the management team at Homefield Grange were committed to the wellbeing of people living at the home. The values and vision of the home was at the core of the operation of the home, staff told us, without exception, they were passionate about their role in supporting people to live well. Staff were complimentary about the management of the home. Some of the comments were: “Since the registered manager was appointed the home has been improved quite a lot”, “The registered manager is a very good manager, they are extremely professional and has taught me a lot during my time at Homefield. The registered manager and the deputy are approachable, they both listen and are always checking on residents and staff well-being”, “The registered manger is doing a good job, everything is very well run and very well organised in every department.”

Staff knew how to raise concerns and access support, there were clear procedures in place. Raising concerns and ensuring people were safe was on the main agenda during daily meetings amongst the staff team. Staff had a variety of meetings and communications to keep them updated, they told us they felt included and felt the meetings were essential to them. Everyone, without exception, told us they were confident in the management of the service and that it was well led.

Policies and procedures to support staff to speak out against any negative or adverse practices or events were in place.

Staff told us they felt comfortable to raise concerns without any fear. They told us they knew they could rely on the registered manager to address any shortfalls. Staff were given the opportunity to raise concerns within the home, with the provider and externally.

Policies and procedures were in place and incorporated all aspects of recruitment and staffing such as retention plans, equality, diversity, fairness, and protected characteristics.

People were supported by a staff team that were positive and happy working together to make the day better. Staff working within the home were from diverse backgrounds and culturally rich, bringing with them many of their customs and traditions. Staff told us they were included and accepted. Differences and individuality were appreciated. Staff told us they would support anyone regardless of their background and beliefs. We observed staff to be working well together, planning, and supporting each other with their daily responsibilities.

A schedule of audits and checks were in place to identify areas for improvement. The provider had made all notifications to CQC as required by law. A notification is the action that a provider is legally bound to take to tell us about any changes to their regulated services or incidents that have taken place in them. An overall ongoing improvement plan was in place to provide a framework and timescales for developments within the home.

People and their relatives were complimentary about the leadership of the service. They were confident and knew who the management staff were and who to contact should they need to. People and their loved ones were happy and comfortable to speak to any of the staff who visited them. We observed the registered manager and provider to have organised the home and improved systems to ensure the home operated safely. There was a clear approach to the improvements they had made. Homefield Grange had made significant and sustained improvements within the governance and oversight of the home. Leadership was confident, knowledgeable, and passionate about the care they provided, and this attitude went through the home. A member of staff said, “I feel proud to be part of the Homefield Family.”

Comprehensive records and care plans ensured people had input from external professionals. Working as partners the home engaged well with external health and social care professionals. Processes and records showed this engagement throughout people’s care.

Staff worked well with external professionals, feedback we received was positive. During improvements the home worked well and engaged with partners to ensure improvements could be sustained.

The provider, registered manager and staff had cultivated good relationships with the community and neighbours. The registered manager told us of many ways they would encourage and include their neighbours and local community. Open days and subject talks were just two ways the home sought to engage positively with the community.

People and their loved ones told us they were partners in their care, they were involved individually and felt included in the home like a small community.

Continual improvement had been underway at Homefield Grange. The registered manager told us about the ways in which they were looking to improve the home. This had included listening to feedback and being proactive in identifying improvements through their audits. Evidence examined throughout the inspection showed improvements and the process of continual learning were robust.

Homefield Grange used various tools to measure and operate their processes including, electronic systems, technology, and discussions within meetings. The provider and their processes complimented those within the home and supported the team. The registered manager was available to people and staff and was passionate in their own ability to provide effective oversight.