Timperley 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.

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.

Leaders were focused on dignity, compassion and person‑centred care. Feedback from staff, people and relatives demonstrated a strong culture of inclusion led by the registered manager and deputy manager. Staff told us they received positive support from leaders and worked together with a shared purpose to deliver high‑quality care.

The provider’s core values of security, friendship, professionalism, family and independence were clearly reflected in people’s experiences. People and their families spoke warmly about the leadership and the staff team. Comments included, “[Registered manager] is very friendly and easy to talk to”, “It’s a really good place and they make me feel welcome when I visit. Staff are very friendly and obliging”, and “The staff are very good; whatever is asked of them, they try to do their best.”

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.

We found leaders were visible, approachable and open in their communication. Staff told us they received clear direction and felt well‑informed about changes within the service. The provider had trained several staff as mental health first aiders, and well‑being action plans were in place to support staff experiencing mental health‑related illness or stress. One staff member told us, “The registered manager is very approachable, and the duty (staff team) is fabulous and friendly.”

Leaders were skilled and took responsibility for their own ongoing professional development. They were well‑established within the home and consistently looked for ways to improve outcomes for people and strengthen the skills of the staff team.

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

Staff were confident to speak up and knew they would be listened to. One staff member told us, “If care staff were not treating a resident correctly, I would speak to them and then go to management.”

The provider had a whistleblowing policy in place, which was shared with staff as part of their induction and discussed during staff meetings. All staff we spoke with confirmed they felt able to raise concerns and were confident these would be taken seriously.

Relatives also told us they could raise concerns with leaders. One relative shared that they had raised an issue which was dealt with straightaway.

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 felt valued, and we observed a diverse staff team who shared their skills and experience effectively. Staff received regular supervision and had opportunities to contribute to staff meetings. Leaders identified those who wished to progress in their roles and supported them to develop their skills and gain further qualifications.

Staff had completed equality and diversity training and were committed to ensuring people were treated fairly and without discrimination. They told us the management team were “really good” and looked after everyone. All staff confirmed they received regular breaks and felt they were treated well at work.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The service had governance and management systems in place to support oversight of the home’s operations. Medicines audits were being carried out; however, the audit completed before our inspection had not identified the issues we later found regarding the safe management of medicines. The provider acknowledged these concerns and produced an action plan, taking prompt steps to implement mitigating measures.

Care plan audits were completed and highlighted several opportunities for improvement. These actions were allocated to a senior member of staff, and leaders ensured that all records were updated promptly, in collaboration with people and their relatives, and accurately reflected individual needs.

IPC audits were also carried out and achieved an outstanding rating, aligning with the strong environmental standards observed during the review.

The provider demonstrated robust oversight of accidents and incidents. Reviews included analysis of where incidents occurred to identify trends and themes, alongside clear documentation of medical interventions, pain management, family notifications, and any hospital admissions. A dedicated lessons learned section captured required actions, which were then shared with staff through handovers, daily flash meetings, team meetings, and supervision sessions.

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 service worked in strong partnership with external organisations and the wider community to enhance people’s experiences and wellbeing. Leaders and staff maintained positive relationships with health and social care professionals, ensuring information was shared appropriately and people received coordinated, consistent support. The home was an active part of its local community, welcoming visitors, groups and volunteers who contributed to a vibrant and inclusive atmosphere. These partnerships helped people stay connected, enriched daily life and supported better outcomes for those living at the service.

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 service demonstrated a strong commitment to learning, improvement and innovation. Leaders encouraged reflective practice and supported staff to review what was working well and where improvements could be made. Feedback from people, relatives and staff was actively sought and used to drive positive change. The provider monitored outcomes and used this information to identify trends, share learning and strengthen the quality of care.