Coton Grange

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 was rated 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.

There were processes in place to ensure the service promoted a positive culture for people they supported and staff. The manager told us about the direction and culture of the service, the action they had taken since they had started working in the home and the actions they were taking to continue to drive improvements. Staff told us the manager supported them and encouraged them to speak openly and share concerns to create a positive environment for them to work within.

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

People, relatives and staff spoke positively about the leadership team and how the home was run. One person said, “[Managers name] is ever so good. She’s always happy. She’s not been here long and is doing an excellent job. I’d recommend it to anyone.” A relative said, “I’ve met the manager. She is a good leader. It all runs very efficiently. I’ve no cause to complain about anything. It looks homely, never scruffy. I would recommend it, all in all I’m very happy.”

There were systems in place to ensure staff understood their roles and responsibilities and were aware of their roles and responsibilities and when they needed to escalate concerns. The provider was aware of and understood their legal responsibilities around notifying CQC about any important events that had happened in the service. The manager had recently started working within the home and was in the process of registering with us.

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

There was a whistleblowing policy in place. Staff we spoke with were aware of this policy and the action they needed to take if they had concerns.

The provider valued diversity in their workforce.

Staff felt they were treated in an inclusive way and their diverse needs were considered. The manager confirmed there were policies in place to ensure this was effective. There were processes in place to consider staffs’ individual needs.

The provider had clear responsibilities, roles, systems of accountability and good governance.

There were audits in place which monitored the safety and quality of care, including management of medicines, the environment and the care people received. There was a system in place to monitor and review accidents and incidents that had occurred. All audits were effective in identifying areas of improvement and making changes where needed, for example concerns with the decoration of the home had been identified.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

There were systems in place to ensure the provider worked in partnership with other agencies. As part of this assessment, we asked the Local Authority for feedback, they told us they had an action plan in place with the provider. The manager shared this information and told us how they had used this to make improvements.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The systems in place were used to drive improvements throughout the home. For example, when incidents had occurred, the team ensured lessons were learnt from this. The manager had implemented innovative systems into the home since they had started working their including the welcome pack they gave to new residence.