Cantley 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 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 highlighted their goals for improvements within the service during the assessment and shared with us their action plans.

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. There was a strong leadership team in place, which enabled knowledge and experience to be shared effectively to the staff team. We received some mixed feedback around professional support from leaders at times. However, staff told us they felt confident in leaders to act on any concerns raised appropriately.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff understood whistleblowing procedures and told us they felt confident bringing areas of concern to managers attention. Relatives told us managers listened to their concerns around safety, acted promptly and provided reassurance.

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 told us they were able to ask for reasonable adjustments to be made to their working patterns for specific needs, for example to incorporate family commitments. A staff member commented, “They [leaders] have provided me with flexibility in my shift pattern due to home circumstances."

The provider had clear responsibilities, roles and systems of accountability. However, the provider’s governance processes had not identified some shortfalls which we found during our inspection. These were in relation to medicines management, the knowledge and application of the Mental Capacity Act 2005, including the recording of decision making. We also identified gaps in some people’s assessment of risk. Some of the issues we found were highlighted within the service’s on-going improvement action plan and the provider promptly rectified the shortfalls we found during our assessment.

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. They shared information and learning with partners and collaborated for improvement. The provider had good networks in the local community, for example inviting a local children’s nursery to interact with the people at the service. The service also supported people out on leisure trips and events.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. We saw evidence of learning and development being shared within team meetings. Staff told us they were informed of any changes, developments within the service and were offered opportunities to share their thoughts and feelings openly.