The Grange Care Centre

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

The service was well-led. The management team worked closely with staff to monitor and improve the quality of care. The governance systems were operated effectively. We did not assess all the quality statements within this key question. We did not identify concerns relating to these areas which we judged as being met at our last inspection.

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 provider's objectives included providing a quality of life that enabled people to retain their independence, identity and sense of value. Staff understood this and told us they treated people as individuals providing personalised care. Staff spoke with compassion and respect about the people they supported. Staff told us they were happy working at the service, felt well supported and they had confidence in the management team.

The provider had a range of suitable policies and procedures which reflected their values and company objectives. There were regular meetings for staff and other stakeholders to hear their views and give them information.

Staff told us they felt well supported by the management team. They felt the senior staff and managers were knowledgeable and dedicated to the service. Their comments included, ''We receive good communication'', ''The other colleagues and managers are all very supportive'' and ''I am being encouraged and trained to undertake new roles.''

The registered manager had left the service shortly before our assessment. The provider had suitable arrangements in place to ensure the home was well managed in this time. They had recruited a new manager and were making arrangements for them to start work at the service. There was good senior management support from the organisation with area managers and directors regularly visiting the service, as well as being involved in audits and monitoring.

Staff confirmed they felt safe to voice concerns and felt listened to by senior staff and nurses. Staff who had raised concerns told us these had been listened to and responded to.

The provider had procedures for speaking up and staff were familiar with this.

The provider had procedures for supporting the diverse needs of staff. These included allowing adjustments for staff with protected characteristics to meet their individual needs.

The provider had systems to ensure data and records were stored appropriately. Information was used effectively to monitor and improve quality of care. The staff and managers were aware of the requirements of legislation and good practice guidance. They used this knowledge to develop and improve the quality of care.

Staff made timely referrals when people needed additional care or treatment. Records confirmed that people regularly saw other professionals when needed. The GP visited the service.

The staff worked closely with other organisations to help ensure people's needs were monitored and met. A visiting healthcare professional confirmed this.

There were effective systems for monitoring and improving the quality of the service. These included audits, regular meetings, staff supervision and responding to adverse events. The local authority carried out their own assessments of the service. Following these, the provider developed action plans and implemented changes to make improvements.

The staff told us they were involved in monitoring and auditing the service. They felt able to tell managers when improvements were needed. Staff told us the provider supported them to learn from incidents that happened at the service.