Wentworth 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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At the last inspection we rated this key question requires improvement. At this assessment the rating has changed to 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management team had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity, inclusion and ensuring this was reflected in the way staff worked with people and the local communities. They had adopted a forward-thinking approach to the delivery of care and with the team they constantly looked what improvements could be made. Staff consistently strived to ensure the service put people first. A person said, “I find Wentworth Grange is a wonderful place to live. The staff are always so accommodating and will do anything for you, never is anything too much trouble. There is always something interesting to do and the events team are marvellous. In fact everyone is superb.”

The service 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. Overall, people, staff and external professionals were very positive about how the management team ensured people experienced the best outcomes and maintained a good quality of life. Staff reported the registered manager was approachable and really encouraged them to go the extra mile. A relative said, “Overall we have been very pleased with the experience at Wentworth Grange. Our relatives are older than many of the other guests but have found the home really gives them what they need. The food is excellent and always beautifully presented to a very high standard and [person] particularly appreciates this.”

The management team fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff told us they felt confident to raise concerns with the management team and these would be listened to and acted upon. Staff felt their views and suggestions were actively taken on board. A staff member said, “Wentworth Grange is always strict with making sure everyone, guests (people) and staff are safe, and any risks or safety issues are dealt with straight away. We report issues straight to [registered manager] even if he’s off, we are always communicating with every department and ensuring everyone is happy. Guests regularly meet up with [registered manager] to make suggestions and discuss how the service is running. [Registered manager] always wants new ideas and to push ourselves to the best, always making sure the guests have the most beautiful, comfortable, safe and fun time, no matter their illness or how long they will be here with us.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider and management team valued diversity and ensured they followed best practices guidance. A staff member told us about their positive experience of moving to the service from oversee and how welcoming the management team and staff had been when they arrived and since then.

Since the last inspection the registered manager had strengthened the governance systems and introduced a new management structure, whereby a team oversaw the operation of the service. The team had reviewed the design of the audits to ensure they picked up the full range of issues a service might face. They used these to manage and deliver good quality, sustainable care, treatment and support. Internal governance procedures were in place with a range of quality monitoring systems and audits. These had been effectively implemented by the management team and had helped identify where actions were required and areas for improvement. The service now had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support.

Staff clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They shared information and learning with partners and collaborate for improvement. People reported they found the staff closely tailored their work to individual’s needs and had supported them to experience positive outcomes.

The management team 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. There was a process in place for staff to ensure continuous improvement through innovation and learning was achieved. Staff were actively encouraged to work with people in ways which aimed to improve outcomes for them and allow each individual to experience a good quality of life. The training manager ensured staff were supported to keep up to date with developments in best practice. A staff member said, “The managers are all committed to making sure we provide a high standard of care for our guests (people) and know how to achieve this aim.”