China Cottage Care Home

The following is CQC's published account of its assessment, published 31 March 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment: 23 February – 4 March 2026. We visited the service on 23 February 2026 and reviewed the care and support people received along with their care records and management information. China Cottage Care Home is a ‘care home’ and provides residential care to older people. Some people using the service were living with dementia. China Cottage Care Home can accommodate up to 33 people. On the day of inspection there were 31 people living in the service. People in care homes receive accommodation and personal care as a single package under one contractual agreement dependent on their registration with us. CQC regulates both the premises and the care provided, and both were looked at during this inspection. We carried out this assessment under Section 60 of the Health and Social Care Act 2008 (the Act) as part of our regulatory functions. We checked whether the provider was meeting the legal requirements and regulations associated with the Act. We assessed the service due to the age of the previous rating and we reviewed all the key questions and quality statements. The care home maintained its rating of good.

The management team listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. Staff concentrated on improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The provider shared safeguarding concerns quickly and appropriately. We found the service was working within the principles of the Mental Capacity Act 2005 and, if needed, appropriate legal authorisations were in place to deprive a person of their liberty. People’s care plans assessed and identified their care and support needs. Risks associated with people’s care were appropriately assessed and mitigations put in place which ensured care was provided safely. We identified some minor issues in relation to cleaning of the sink used by the hairdresser. Cleaning schedules for all sinks needed to be monitored and reviewed to ensure they were more effective. People received their medicines as prescribed. Members of staff had received appropriate training and were knowledgeable about all aspects of medicines administration and record keeping.

People’s needs were identified and assessed appropriately in person-centred care plans. The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards. Members of staff supported people to live healthier lives and where possible, reduce their future needs for care and support. People’s care needs and outcomes were recorded in their care plan. Processes were in place to monitor people’s outcomes and maintain accurate information about their care and support. People were asked about their consent for care and support. Members of staff respected people’s views and preferences.

Staff were kind and caring. They knew the people they supported. People were treated as individuals and members of staff made sure people’s care, support and treatment met their needs and preferences. People's care plans described how people were able to make choices about clothes, dressing, washing and food preferences. We observed people were supported to maintain their independence and make informed choices throughout the day. Members of staff responded quickly to call bells and requests for support. There were sufficient members of staff to meet people’s immediate needs. The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. On-going support for members of staff based on listening to feedback needed to be sustained and embedded into practice.

The provider made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. People’s preferred methods of communication were documented within their care records. Members of staff were able to provide information to people in a responsive way. The provider made sure people could access the care, support and treatment they needed when they needed it. People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

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. 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. 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 had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. Members of staff engaged with local health professionals and the wider community to ensure people had access to a broad range of services and support. The provider listened and responded positively to feedback, and they took action to improve areas which had been brought to their attention.