The Grange - Care Home Physical Disabilities

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

Significant and sustained improvements had been made within the home and governance procedures were operating effectively. Leadership was visible within the home, feedback received during the assessment about the management team was positive. Policies and procedures underpinned all processes to support safety. There were strong relationships with external professionals and partners to ensure people’s needs were met. Community links were established. People, their relatives and staff had confidence in the management of the home and felt involved in decisions. The registered manager had made all necessary notifications, referrals and information sharing as required.

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 registered manager and staff told us the people they support are at the centre of everything they do, they are the focus.

There was a drive for teamwork and everyone working towards the same outcome. There were clear and varied processes in place to drive continual improvement. The provider actively sought the views of people and their families through individual meetings, surveys and telephone calls.

People, their relatives and staff were complimentary about the leadership of the home. This included the providers wider management team. A member of staff said, “There has been incredible change, the registered manager [name] has smashed it.” Another member of staff told us, “The registered manager [name] is a really nice person, they are a good leader. They are very professional.”

Staff knew how to raise concerns and access support, there were clear procedures in place. Staff were consulted through individual meetings and daily conversations.

Staff knew how to raise concerns and speak up; they were aware of the various channels available to them within the home, the provider and outside. Staff were confident in the registered manager and to address any problems or concerns.

Policies and procedures in place supported staff in speaking up. This included up to date policies in relation to safeguarding and whistleblowing. Posters displayed in communal areas reminded and guided people and staff who they could contact if they were concerned.

People and their relatives told us The Grange Care Home Physical Disabilities was a happy place to be, they told us this was due to the staff team, who they considered ‘family.’ A staff member said, “It’s a nice place to be, a lovely place to work.”

Policies and procedures were in place and included all aspects of recruitment and staffing such as retention plans, equality, diversity, fairness and protected characteristics.

Significant and sustained improvements had been made. Management systems were multi layered which included checks carried out on behalf of the provider. This ensured oversight of the home and its operation. A relative told us, “I feel the service is well led they seem to work well as a team, they do communicate well.”

Audits and checks were in place to identify areas for development. The registered manager and provider had made all notifications to CQC as required by law. A notification is the action that a provider is legally bound to take to tell us about any changes to their regulated services or incidents that have taken place in them. All audits and check produced an action plan if necessary and these had clear timescales for improvements within the home.

People told us they felt included within the community, the location of the home was ideal for access to the local community.

Staff and managers told us relationships with external health and social care professionals were vital.

We received positive feedback from external stakeholders and professionals who work with staff at the home. We were told there were strong working relationships and trust.

The provider and the home worked locally to continue and establish community links.

The registered manager told us about the ways in which they were continually looking to improve the home. This included being proactive in identifying shortfalls through their audits and checks. These had oversight of the providers quality teams.

The registered manager and deputy manager were available to people, their relatives and staff. Overwhelmingly feedback about the management of the home mentioned both the registered manager, deputy manager and operations manager. They told us they worked well as a team. They understood the importance of continual improvement. The registered manager felt supported and was confident in the providers systems and their own responsibilities to provide effective oversight of the home.