Cheadle Grange 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 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 newly registered service. This key question has been rated 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 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 a clear vision and strategy to deliver the best person-centred care for residents. Policies, procedures and staff training were in place to support staff and promote a person-centred culture. Staff told us they felt supported by the new management team and saw improvements in systems and processes.

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.

The home leadership team had changed since registration with CQC. We received positive feedback from people and staff about the leadership team. A staff member told us, “On the whole it is fine and better since the new manager."

The provider supported the new leadership team to embed systems, and to process and establish standards of care. A clear management structure, with defined roles and responsibilities ensured the service met expected standards.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider had systems and processes to support the sharing of information and obtain the views of staff, people and relatives.

There were systems and processes where staff could raise concerns if needed.

Staff we spoke with were confident to raise concerns and gave examples of improvements made.

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.

Staff were positive about their colleagues and the team was diverse. Staff had received training in equality and diversity, helping to prevent discrimination and promote a respectful workplace.

Staff told us they had been supported when they needed adjustments for personal circumstances. The provider had policies and procedures in place regarding equality, diversity and inclusion.

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.

There were clear governance arrangements in place and audit schedules. A wide range of audits were completed to assess the safety and quality of the service. Audit findings were analysed and used to drive improvement. Where any improvements were identified, clear action plans were developed and monitored by the leadership team.

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 provider worked well in partnership with health care professionals. The management team had good relationships with other organisations and professionals to ensure people received quality care.

The provider encouraged people from the local community to come into the home, for example by offering refreshments to emergency service staff.

We received positive feedback from a local community group who worked with the home to promote wellbeing and social connection.

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.

We spoke with the registered manager about continuous learning, improvement and innovation. They shared examples of incidents and concerns to identify learning. Further investigation had taken place for falls incidents, including when and where the falls had occurred for each person. An action plan identified improvements, and this was reviewed each month by the registered manager.

Staff were supported to complete additional training to develop in their role.