The Grange Care 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. This was the first inspection for this service. This key question has been rated 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 71 (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. The staff team consistently strived to ensure the service put people first. A relative said, “The Grange feels like a home and [person’s name] classes it as this. The staff are all welcoming, easy to talk to and nothing is ever too much bother.”

Staff consistently reported the manager was approachable and really encouraged them to go the extra mile. At times it was felt, although everyone felt there was an open-door policy to the office, the registered manager needed to be more visible within the home. The team were aware of this area for development and were taking steps to resolve this matter. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff told us they felt confident to raise concerns with the management team and these would be listened to and acted upon. Overall staff felt their views and suggestions were actively taken on board. A staff member said, “Since starting I have had full support from head office and the management team, they have always been a call away when I’ve needed it and nothing has ever been too much trouble.”

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 and management team valued diversity and ensured they followed best practices guidance.

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. Internal governance procedures were in place with a range of quality monitoring systems and audits. These had helped identify where actions were required and areas for improvement. The provider and regional manager had identified in their other services staffing levels did not always fully support the delivery of care during the night. To address this issue they had introduced a twilight shift 6pm to 12am and found this successfully. They were now planning to introduce this change to the service. The registered manager was supported in their governance procedures by an area manager and oversight from the provider.

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. A professional said, “The team are approachable and responsive and always keep me in the loop with updates about my clients. They are flexible in their approach to ensure clients’ needs and wishes are met and will adapt when needed to maintain client’s quality of life.”

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. There was a process in place for staff to ensure continuous improvement through innovation and learning was achieved. Staff were actively encouraged to work with people in ways which aimed to improve outcomes for them and allow each individual to experience a good quality of life. The registered manager ensured staff were supported to keep up to date with developments in best practice. A staff member said, “The management team and owner are definitely committed to supporting us to develop and grow. They provide a wide range of training opportunities for us to develop our skills and knowledge.”