Stretton Hall Nursing 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 that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service with the new provider. Previously with the old provider well led was rated requires improvement. At this assessment the service is rated good for well led.

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 Operations Director and manager led with matching visions and suggestions for improvements the home required. Structured improvement plans were in place and actions taken were recorded. The manager told us they were supported by the Operations Director and provider. They told us, “It’s the best induction into a company I have had". Staff recognised changes within the home and worked with the manager to adapt to new ways of working.

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. Since the last assessment of Stretton Hall, a new provider and management team were in place. The provider had notified CQC of these changes. The management team showed commitment to making positive changes to the home and supported each other through challenges that arose. The manager worked with the staff team to improve people’s quality of care. The management team were present within the home daily.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The manager encouraged staff to speak up and had an ‘open door’ approach. Staff told us they were aware of how to raise any concerns and would be confident in speaking up. Around the home, information was provided for staff awareness of the whistleblowing number and other partners they could contact if they had any concerns.

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. The management team encouraged diversity within the home. The staff team at Stretton Hall was diverse and staff were from different cultural backgrounds. Equal opportunities were made available to all staff. The provider supported staff with cultural needs and ensured they supported staff with any additional needs to practice their faith. For example, an area in the home was provided for staff to pray.

The provider had responsibilities, roles, systems of accountability and mostly 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. However, audits were not always effective in identifying concerns. For example, medication audits did not identify the shortfalls we found during this assessment. The concerns we identified had the potential to impact negatively on people’s health. The manager was aware of their responsibilities in reporting safeguarding incidents. The manager completed daily walkarounds, these included environmental checks. Health and safety checks were completed regularly, any actions identified would be recorded and an action date to complete by would be recorded.

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. The activities coordinator reached out to the local community regularly to create positive relationships. We saw how the home was including people to be part of Halloween celebrations, this included having sweets for people to hand out to any children who would come and ‘trick or treat’. Staff worked well with visiting health and social care professionals.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people. They actively contributed to safe, effective practice and research. The manager had already started to embed changes to improve the home. The provider’s quality team supported the manager by completing ‘mock’ CQC inspections to provide the manager with a detailed review and action plan that all management and the quality team could monitor and oversee. The manager held team meetings, where updates would be shared with staff, including any safeguarding and CQC updates.