Farway Grange Care Home (Nursing)

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 service 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.Staff and the registered manager demonstrated strong commitment to the provider’s vision and to delivering high-quality, person-centred care. The team shared a clear sense of purpose and worked collaboratively towards shared goals that focused on promoting people’s wellbeing and dignity. Staff consistently reported feeling valued and motivated, recognising the vital role of teamwork in achieving positive outcomes. The registered manager expressed pride in the team’s dedication, saying, “Staff go above and beyond, I’m proud of their loyalty.” Effective systems supported ongoing improvement, including the regular collection of feedback from people using the service and their families via meetings, surveys, and phone calls. These insights were actively used to inform and enhance the quality and safety of care. We observed staff applying person-centred approaches in their interactions, reinforcing a culture that treated the service as a home first, where people’s preferences and individuality remained central to care delivery.

The service 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. People, their relatives, and staff all provided positive feedback about the registered manager. Relatives described the registered manager as knowledgeable, skilled, and experienced in effectively leading the team. Comments included that the registered manager was “capable, friendly, and easy to talk to,” while another relative said, “The registered manager is very kind and understanding.” The registered manager confirmed that they consistently adhered to policies and procedures and received support from the provider. There were systems to support staff through regular supervision and one-to-one meetings, which contributed to maintaining staff wellbeing and professional growth. Leadership was described as compassionate, approachable, and inclusive, fostering a positive culture and encouraging person-centred care throughout the service.

The service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. People were supported by a culture of openness and transparency at Farway Grange. Staff recognised the importance of promptly and accurately reporting incidents and accidents. They felt confident raising concerns, knowing the registered manager had effective systems to review incidents and take action to reduce risks. All accidents, incidents and significant events had been logged through the provider’s electronic governance system. The registered manager was notified of each occurrence and carried out regular audits to identify any patterns or learning opportunities. Safety-related events were thoroughly investigated by the registered manager and used to inform improvements in service delivery. Staff described a positive and supportive working environment where ongoing training, supervision, and reflective practice were encouraged. They felt valued by leadership and were motivated to contribute ideas for service enhancement. Feedback from partner organisations confirmed that the service maintained strong lines of communication and worked effectively with external professionals. Partners praised the responsiveness of the service and its focus on continuous improvement, which supported positive outcomes for people. Relatives also reported being kept informed about significant updates or incidents. A relative told us, “They always ring me. I have confidence in how my loved one is being looked after.” The provider fostered a culture that prioritised learning and improvement, underpinned by openness and transparency. The registered manager and provider both demonstrated a willingness to learn from experience. They shared examples of recent learning, including a review of recruitment processes to strengthen values-based hiring.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider demonstrated a strong commitment to developing equality, diversity, and inclusion within the workforce. There was a clear policy to ensure an environment free from harassment and discrimination, where all staff received equal treatment regardless of their protected characteristics. Staff reported feeling accepted and valued, reflecting a workplace culture that encouraged authenticity and open communication. A staff member remarked, “Everyone was kept in the loop, and we communicated well.”

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. The provider demonstrated well-established governance structures, clearly defining responsibilities, roles, and accountability systems that supported the delivery of high-quality, sustainable care, treatment, and support. Staff confirmed their understanding of their roles and responsibilities within these frameworks. Comprehensive audit processes were used to monitor performance, identify risks, and evaluate outcomes, driving ongoing improvement. Regular reviews of care plans and daily records were carried out, with the registered manager overseeing action plans to ensure timely completion of necessary improvements. All required notifications were submitted to the CQC in accordance with legal requirements. Risk and performance information was securely managed and shared appropriately with relevant stakeholders, showing strong governance and effective management.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. The provider demonstrated a strong commitment to working together, ensuring that services worked seamlessly to meet people’s needs. Information and learning were regularly exchanged with partners to support continuous improvement. Feedback from partner organisations reflected positive and effective working relationships. A health and social care professional commented, “I feel Farway Grange provides a nurturing, homely, friendly, and safe environment.” The registered manager confirmed close working relationships with people, their relatives, and external professionals to coordinate care effectively. There were well-established processes to engage with the local community and external agencies, reinforcing the service’s integrated approach to care and support.

The service 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 contribute to safe, effective practice and research. The registered manager explained how they consistently sought opportunities to enhance the service. The provider-maintained oversight through regular internal audits. The registered manager expressed confidence in the safety and reliability of their systems. There was a shared commitment across the service to continuous improvement. The registered manager felt assured of the effectiveness of the systems and processes, as well as their own role in overseeing the service. They had created a positive culture centred on enabling people to live fulfilling lives. The registered manager had shown a strong commitment to staff development, aiming to boost engagement and support career progression within the care sector. Staff were encouraged to pursue training and take on leadership roles within specialist areas. At the time of inspection, the service had appointed two lead staff members: one acting as the Dementia and Care Plan Champion, and another as the Wound Care Champion.