Chetwynd House

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 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 provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and a clear understanding of the challenges and needs of people and their communities.

Since the last assessment, the manager had successfully embedded their vision for the home through a consistent and visible leadership approach. An open-door policy had been established, creating a culture where staff felt able to communicate openly, raise concerns and seek guidance. This promoted trust, transparency and a sense of shared purpose across the team.

Staff described receiving improved support and clearer leadership, which had provided them with a stronger understanding of expectations and standards. This had enabled them to deliver care more confidently and safely, with a consistent approach across the service. Staff were also guided on how to accurately and effectively record the care they provided, ensuring records reflected people’s needs and the support delivered.

The manager’s consistent approach had helped to embed a positive and inclusive culture, where staff worked collaboratively and understood their roles in delivering high-quality care. This clarity of direction and strengthened communication supported better outcomes for people and contributed to a more cohesive and well-led service.

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, the management team had demonstrated a strong commitment to responsive and reflective leadership. They actively sought feedback from staff and external professionals, including the Care Quality Commission (CQC) and the Local Authority, and used this information to drive meaningful improvements across the service.

Leaders were approachable and visible within the home, fostering an environment where staff felt listened to and supported. Feedback from staff was welcomed and valued, and leaders responded promptly to concerns or suggestions by implementing changes to practice, processes and communication systems. This created a culture where staff felt respected and empowered to contribute to service development.

The management team also maintained positive and constructive relationships with partner agencies. They were open to challenge and demonstrated a willingness to reflect on external feedback. Where improvements were identified, timely action was taken, and progress was monitored to ensure sustained change.

Leaders showed compassion in their approach, they recognised the pressures faced by staff and provided appropriate guidance and support. Their inclusive leadership style ensured that all staff understood expectations and felt confident in their roles, contributing to safer and more consistent care for people.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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.

Since the last assessment, governance systems had been strengthened and applied consistently across the service. The management team had implemented and embedded comprehensive monthly audits, which were effective in identifying areas of concern as well as opportunities for continued improvement. These audits were regularly reviewed and acted upon, demonstrating a proactive approach to maintaining and enhancing the quality of care.

In addition to monthly oversight, key aspects of care were monitored daily. Areas such as people’s personal care, as well as their fluid and nutritional needs, were reviewed each day to ensure that any changes or risks were identified promptly. This enabled staff to respond quickly and appropriately, ensuring people received safe, effective and person-centred support.

Information gathered through audits and daily monitoring was used to inform decision-making and service improvements. The management team demonstrated good oversight of performance and risk, taking timely action where required to sustain improvements and maintain standards of care.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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.

Since our last assessment, there had been a clear emphasis on embedding a culture of shared learning and reflective practice. Consistent daily meetings were held, providing regular opportunities for staff to share information, discuss learning from incidents and feedback, and ensure any updates to care were communicated promptly. These meetings supported a coordinated approach to care delivery and helped ensure that improvements were embedded in day-to-day practice.

In addition to daily communication, regular team meetings, supervision and competency checks were used effectively to promote learning and continuous development. These methods enabled staff to reflect on practice, share experiences, and contribute ideas to improve the quality of care provided. This collaborative approach encouraged innovation and ensured that staff at all levels were engaged in the development of the service.

Leaders actively sought and responded to feedback from both staff and external professionals. Their commitment to improvement was reflected in the positive feedback received from partner agencies. One professional working with the home told us, “The whole management team are now responsive to feedback and continually push to make improvements.” This demonstrated a service that valued external challenge and used it constructively to drive forward change.