Chalgrove Care and Nursing 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 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 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.

Without exception, all staff told inspectors they were proud to work at the service. Comments from staff about the leadership of Chalgrove Care and Nursing Home included: “I feel like I am being listened too when I talk to the management team”, “I am given encouragement to be the best I can be in my role” and, “The registered manager creates a great atmosphere here.”
 

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.

Without exception, all staff told inspectors they were proud to work at the service. Comments from staff about the leadership of Chalgrove Care and Nursing Home included: “I feel like I am being listened too when I talk to the management team”, “I am given encouragement to be the best I can be in my role” and, “The registered manager creates a great atmosphere here.”
 

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

People told us they were listened to by the registered manager and staff.

Staff told us they had opportunities to speak up during daily handovers, team meetings and supervision. One member of staff said, “The registered manager listens to staff and find solutions to problems.” Staff told us they were confident the registered manager acted on any concerns received, a staff member elaborated, “Responding to the residents is the standard of the company. Outside of the registered manager, I have operations directors and regional managers who we can contact but I would be very surprised if I ever had to.”

The provider had policies and procedures in place, displayed throughout the service to support staff in speaking up and raising concerns. This included up to date policies in relation to safeguarding and whistleblowing.

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.

Policies and procedures incorporated all aspects of recruitment and staffing and included retention plans, equality, diversity, fairness and protected characteristics. The registered manager was passionate and committed to having an inclusive workforce. Support and reasonable adjustments were made for staff as and when needed, for example the registered manager had recently undertaken additional training about the impact of the menopause at the workplace and had set up a support group for any staff who wished to share their experience.

Other resources were available to assist staff with their physical and mental health. This included an employee assistance programme, so that staff had the necessary services to thrive in their roles.
 

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 registered manager demonstrated improved oversight of people's needs and risks to their health. Risks to people's safety were well managed and monitored. All audits and checks had action plans and outcomes. Audits of people’s individual health demonstrated follow up actions were taken to enhance people’s wellbeing with appropriate referrals made to professionals who could provide specialist support. A relative told us, “We think the registered manager sets an exemplary standard and well measured authority in their overall management of the home.”
 

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.

People and their relatives told us they attended meetings at the service.
Feedback from health and social care professional working with people living at the service highlighted, “Chalgrove Care and Nursing Home had ensured the patient was using appropriate equipment suitable to meet their needs. Access to all the relevant previous history for the patient were ready to hand and presented an accurate representation of the care the nursing home provided.”
 

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.

Feedback from people and their relatives had been sought by the provider and examples of how learning opportunities had been identified from this feedback was shared in staff meetings to drive continuous improvements.