Wentworth Grange

The following is CQC's published account of its assessment, published 15 September 2025. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 16 July to 7 August 2025. Wentworth Grange provides nursing and personal care. The accommodation for up to 51 people is made up of 2 separate buildings called Wentworth and Hampton, which share outdoor grounds and gardens. Wentworth Grange offers support to older people who may have physical health conditions or are living with dementia. At the time of the inspection 50 people used the service.

At the last inspection we identified a breach in regulation in relation to oversight of the service. We also made recommendations in relation to medicine management, policies and practices were reviewed to ensure they were following current best practice, and refresher training was given to staff around when to send us notifications. At this inspection improvements had been made, and the service was no longer in breach of regulations and action had been taken to meet the recommendations. Since the last inspection the provider had created a management team who together oversaw all aspects of service.

The provider aimed to give people the experience of living in a top-class hotel whilst also receiving care and support. A comprehensive team worked within the service, which included nurses, care staff, dedicated restaurant and catering staff, an activities team and concierge. Collaboratively all departments worked together as a team to ensure everyone experienced a seamless service and their needs were met. The provider ensured the environment and equipment was closely tailored to individual needs and had purchased items such as high specification mattresses, which could be altered into airflow systems to improve pressure care when needed. They also accommodated individual requests to have specific equipment and furniture brought to the service as well as supporting people who had pets.

Staff treated individuals with dignity and kindness. They understood how to effectively support each person and ensured the care was tailored to the person’s needs. Staff sought people’s views about how to support them and, when appropriate, relatives were included in discussions about the support being offered. Systems were in place to give people opportunity to shape the service and a committee chaired by individuals who used the service. They collated feedback and shared this with the registered manager. People who used the service were also actively involved in the recruitment of new staff. The restaurant team were always at hand during mealtimes to check if people were happy. The catering staff were consistently looking at how to enhance the mealtimes and provided a variety of experiences, such as fine dining nights, meals from around the world and wine tasting events.

The management team promoted a learning culture. Staff had received a wide range of training including mandatory and condition-specific courses. Staff found the training really supported them to provide the best care possible. Staff understood how to effectively assist people living with dementia retain their skills and adopted practices, which promoted individuals’ independence. Everyone who used the service was supported to experience a wide range of activities and broaden their horizons. People in Hampton were included in activities both in Wentworth and on an individual basis at Hampton. People regularly enjoyed going around the gardens.

Assessments were completed in a timely manner and were accurate. Staff actively used these assessments to understand people’s ongoing needs. The actions staff took from these assessments had led to a very positive outcome for people and the reduction of their distress. The provider was consistently looking for systems which readily supported staff record information effectively and was in the process of reviewing and working with electronic care record producers to make sure they could alter templates to meet the service’s needs.