The Grange

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. At our last assessment we rated this key question good. At this assessment the rating has remained 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 provider had a shared vision, strategy and culture based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an understanding of the challenges and needs of people and their communities.

The registered manager was committed to driving improvement within the service, and people, families and staff were all engaged in giving feedback. There was a positive culture within the home, with people feeling able to share ideas and raise concerns if needed.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. They embodied the values and culture of the organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively, and they did so with integrity, openness and honesty.

People, families and staff all spoke highly of the registered manager and felt they were approachable and supportive. One person commented, “The registered manager is very nice, I am comfortable talking with them and if I had a problem I would tell them. Generally everything is good here." The staff team were fully committed to their role and providing good care to people.

The provider fostered a positive culture where people felt they could speak up and know their voice would be heard.

People and families felt able to raise concerns if they needed to and told us the registered manager was easy to contact. Staff also told us they felt confident action would be taken if they ever needed to raise any matters with the registered manager.

The provider valued diversity within their workforce and worked towards creating an inclusive and fair culture by improving equality and equity for the people who worked for them.

Staff spoke positively about the service and said they were happy in their roles. They told us there was a real sense of teamwork across the staff group and described a ‘family feel’ to how the home was run, with everyone feeling valued.

The provider did not always have systems of records for demonstrating the clear responsibilities, roles, systems of accountability or good governance which they had in place.

There were a range of checks and audits in place which were being completed consistently. However, some improvements were needed to ensure the oversight the registered manager had of all areas of care provision were captured and auditable within records. For example, the registered manager completed a range of observations of staff competency but did not always record this.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider had built good relationships with the local community and external services. One professional told us, “Staff work really well with us.” People felt they would be supported to access the local community if they wished.

The provider focused on ongoing learning, improvement and finding new ways to deliver good outcomes for people. They encouraged staff to think creatively about how to improve people’s experiences, quality of life and equality of access. They also took part in wider learning and good practice across the local system.

The registered manager was actively involved in driving improvement within the home and had a range of ideas about how to further enhance support for people living at The Grange. They spoke with families regularly and welcomed feedback, suggestions and new ideas to help strengthen the service.