The Cornerstone

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

Tenant's meetings, personal meetings and resident’s forums took place. Open conversation was encouraged at The Cornerstone and there is a dining area which is like the hub of the service. Here people chatted to each other and as topics are discussed staff asked what would people like to see and how can this be improved. Family feedback through family audits highlighted that the care team on occasions do not communicate around weekly tea visits. The manager spoke to family concerned and also put it on team meeting agendas to raise awareness within the staff team. Audits were carried out that covered health and safety, medication, infection control, care plans, planned refurbishment, repairs, supervision, communication to families and professionals. Audits were more in depth in the supported living environments and the registered manager acknowledged this. Concerns and complaints are dealt with via communication and staff meetings. The management team consisted of the registered manager who was supported by a deputy manager and a house manager.The house manager oversees the residential unit and the deputy manager oversees the supported living services. The management team were aware of their roles and responsibilities. This included the knowledge of incidents which needed to be reported to CQC as a notification. Safeguarding concerns were reported to CQC and the local authority.

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.

A range of meeting took place with people this included tenants’ meetings, personal meetings and residents’ forums. Open conversation is encouraged at The Cornerstone and people regularly sit in the dining area which is like the hub of the service. Here people chat to each other and as topics are discussed staff ask what would people like and how can this be improved. Family feedback through family audits highlighted that the care team on occasions do not communicate around weekly tea visits. The manager spoke to family concerned and put this feedback on team meeting agenda to raise awareness across the staff team.

Managers were approachable and helpful. Staff told us they had confidence in all managers and felt able to discuss things openly with them. Staff we spoke with, including leaders, said that staff morale was good and they enjoyed working with each other. There was a good sense of teamwork at The Cornerstone.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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.

Managers were approachable and helpful. Staff told us they had confidence in all managers and felt able to discuss things openly with them. Staff we spoke with, including leaders, said that staff morale was good and they enjoyed working with each other. There was a good sense of teamwork at The Cornerstone.

We reviewed audits in place for The Cornerstone and found audits covered health and safety, medication, infection control, care plans, planned refurbishment, repairs, supervision, communication to families and professionals. Audits were more in depth in the supported living environments and the registered manager acknowledged this. For example, audits for The Cornerstone were only completed in 2023 for January, February, March, April, June and July. Concerns and complaints were dealt with via communication and staff meetings. The management team consisted of the registered manager who was supported by a deputy manager and a house manager. The house manager oversaw the residential unit and the deputy manager oversaw the supported living services. he management team were aware of their roles and responsibilities and this included the knowledge of incidents which needed to be reported to CQC as a notification and any safeguarding concerns with CQC and the local authority.

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.

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