Hodge Hill Grange

The following is CQC's published account of its assessment, published 2 March 2026. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 28 and 29 January 2026. Hodge Hill Grange is a care home that provides nursing and personal care for up to 52 people within a purpose‑built building divided into 3 units: 1 nursing unit located on the top floor and 2 residential units on the ground floor. The service specialises in supporting people living with dementia and older people requiring general nursing care. At the time of our inspection, 43 people were living at the home.

Since the last inspection the organisation has changed ownership and there has been a change of registered manager. We completed this inspection as part of our routine programme, because of the length of time that has elapsed since the last inspection was completed, and due to some risks identified at the service. We completed the inspection under key questions Safe, Effective and Well-Led.

During the inspection, we found the service to be led by an inclusive, visible and supportive management team who promoted a positive, person‑centred culture. Staff described leaders as approachable, and people and relatives told us they felt able to raise concerns. Staff were kind, compassionate and committed to the provider’s values. They understood equality, diversity and inclusion and described a workplace where diversity was recognised, and reasonable adjustments were made to support individual staff needs.

However, governance systems, although in place, were not always effective, as some concerns identified during the inspection had not been detected through existing audits. For example, some areas of the home required redecoration, deep cleaning and improved safety oversight. Not all these issues had been picked up during routine checks, although refurbishment plans were already in place, and the registered manager took immediate action to address the areas of concern and added remaining items to the improvement plan.

We also identified gaps in the guidance provided to staff within care plans, risk assessments and pre‑admission documentation. These required further work to ensure information was clear, consistent and supported safe and effective practice. The registered manager acted promptly in response to these concerns and implemented an action plan, with strengthened governance processes to be embedded going forward.

People benefited from strong working partnerships with external health and social care professionals, and the home was actively engaged with the local community. Feedback mechanisms such as “You Said, We Did,” relatives’ meetings and staff forums were well established. Learning from incidents and from other services within the provider group was shared to drive improvement. Staff were supported in their development, and a positive ‘no blame’ learning culture encouraged openness and continuous improvement.

The management team demonstrated a clear understanding of where improvements were required, particularly in relation to care planning, pre‑admissions and aspects of the environment. Immediate actions taken during the inspection, combined with strengthened auditing and oversight arrangements, demonstrated the provider’s commitment to achieving and sustaining long‑term improvement.