China Cottage 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

Well-led – this means we looked for evidence service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, 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 provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The provider had clearly articulated their mission, vision and values on their website. Our observations and review of documentation evidenced the care and support provided by members of staff demonstrated the provider’s vision and values. A relative told us, "[The care home] is well run and I am aware of who the registered manger is. They are really good and approachable and you can always get through on the telephone. I would recommend here and already have. The staff are the best thing.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Leaders were knowledgeable about the service and the people who received support. The registered manager was observed to be present in the care environment providing support to people and observing staff practice. The provider’s engagement with the staff team had identified a need for more intensive support from the registered manager. The provider recognised this was an area for on-going development. Changes and support put in place following feedback from members of staff needed to be embedded and sustained.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider aimed to develop a culture of openness throughout the service. There was a whistle-blowing policy in place which outlined how members could speak up confidentially. The provider had engaged with staff and reviewed their responses and had taken action to support continuous service improvement and support.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Members of staff were treated fairly and equitably and no concerns around equality and diversity were raised during the inspection. There was an inclusive workforce and the provider recognised the value of diversity throughout the team.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The registered manager shared weekly updates on key service performance information with the provider. The updates included an analysis of what had happened in the care home throughout the week along with actions taken and lessons learned. The management team carried out regular audits and reviews of medications, care plans and the care environment. The provider conducted monthly visits and reviews to gain assurance about the quality of care and support delivered in the care home.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. Members of staff engaged with local health professionals and the wider community to ensure people had access to a broad range of services and support. The provider had developed strong working relationships with a range of health and social care professionals and sought new partnerships where people required specific input. This included GPs and community nurses. There was a focus on collaboration with other professionals which ensured people were supported to maintain their health and wellbeing.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The provider listened and responded positively to feedback, and they took action to improve areas which had been brought to their attention. For example, a person commented they would like more trips out of the service. The service responded by providing 1-1 trips out and visits to family members. Staff were also asked for their written feedback on certain aspects of care and what could be improved as a result. This approach strengthened practice, reduced risk and supported ongoing improvement throughout the service.