Chertsey Parklands Manor 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 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, equality and human rights, and diversity and inclusion.

Relatives told us the provider communicated with them effectively and acted in an open and transparent way if incidents occurred. One relative said, “Generally, the communication has been really good. For example, when [family member] had had a fall out of bed, they let us know straightaway. There is no covering up of anything.”

The manager understood their responsibilities under the duty of candour, which is a legal requirement for health and social care providers to be open and transparent when things go wrong.

Some relatives told us the changes in the management team in the period prior to our inspection had affected their experience of communication with senior staff. However, they said they had been kept up to date by the provider about the recent appointments and were hopeful this would improve the accessibility of managers. One relative told us, “It used to be fantastic until recently, but many managerial positions became vacant which changed things, although we have been told they have now been filled. We are waiting to see what happens with the new manager; hopefully everything will go back to how it was.”

Leaders had the skills, knowledge and experience to lead effectively. They did so with integrity, openness and honesty.

The home’s previous registered manager had left their post in July 2025. A new manager had been appointed and was due to take up their post shortly after our inspection.

The provider’s regional director had been overseeing the management of the home since the previous registered manager had left their post. People told us the regional director had improved channels of communication during the period they had provided management cover for the service. A relative said, “It has improved since [regional director] has been there. He has an open-door policy for not just the staff, but also the residents and families.”

The new manager told us they planned to prioritise listening to the views of residents, relatives and staff when they took up their post to begin building an inclusive culture. The manager said they planned to run a monthly residents' council, quarterly relatives’ meetings, and monthly ‘town hall’ staff meetings.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People told us they would feel comfortable raising concerns and were confident these would be taken seriously and acted on appropriately. For example, a relative said, “I would not have a problem raising a complaint if I had to, as they are very responsive.” Another relative told us, “If I have any concerns, I can speak to any of the staff or the managers as everything is very open.”

Leaders encouraged staff to raise concerns and promoted the value of doing so. If concerns were raised, these were investigated sensitively and confidentially, and lessons learned were shared effectively.

Staff said they were encouraged to speak up if they had concerns or ideas for improvements. A member of staff said of senior staff, “They say we must speak out if we have any concerns; they say we can talk to them any time we want.”

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 provider regularly reviewed the culture of the organisation in the context of equality, diversity and inclusion. Staff were confident that their concerns and ideas resulted in positive change to shape the service.

The PIR outlined the work the provider had undertaken to promote equality and inclusion, stating, ‘We actively encourage recruitment from all ethnic backgrounds, this helps with the needs of our residents who have different cultural backgrounds. All staff complete training in Equality and Diversity and renew annually. We also support staff with training if there are any language barriers or dyslexia. We encourage staff and residents to participate in events together and embrace our different cultures within the home. We celebrate different cultures and religions throughout the year within our activities schedule.’

The provider had clear systems of accountability and governance. They used these to manage and deliver good quality care and support. They acted on the best information about risk, performance and outcomes, and shared this with others when appropriate.

Regular audits were carried out on key aspects of the service. Any issues identified through these audits were logged and tracked to ensure action was taken to address them. Information about risk and performance was shared and discussed at daily stand-up meetings, weekly clinical risk meetings, a monthly governance meeting, and quality review meetings which all managers and heads of department attended.

The provider had recently recruited to some of the vacant posts on the home’s management team. A new general manager and dementia care manager were about to take up their posts, and a permanent clinical/deputy manager had been appointed.

Increased stability in the home’s management team had the potential to improve consistency in the leadership provided to staff, and management oversight, as each member of the management team had specific responsibilities relating to line management and governance.

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.

Managers and staff had developed effective working relationships with other professionals involved in people’s care, such as GPs, specialist nurses, speech and language therapists, and the community mental health team.

Professionals told us managers and staff communicated effectively with them, which promoted good outcomes for people. A professional told us, “They are very good. They refer appropriately and they take on any advice or thoughts I have.”

The provider focused on continuous learning and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

Staff ensured they adopted a consistent approach in the support they provided, which helped achieve positive outcomes for people. There were processes in place to ensure learning was taken from accidents, incidents, and examples of good practice. The provider supported staff to develop their knowledge and skills. Some staff had registered for and achieved further, nationally recognised qualifications.