The Grange Nursing Home

Updated 2 February 2026

Date of Assessment: 9 and 10 February 2026 and 14 April 2026.

The service is a nursing home providing support to older people who may be living with dementia or have limited mobility or cognitive function. We inspected the service because we received some information of concern.

At the time of the initial visit staffing levels were not sufficient to meet people’s needs consistently, which meant staff were often task‑focused and rushed. As a result, people sometimes waited longer for support, opportunities for meaningful interaction were limited, and the promotion of independence was less consistent. People, relatives and staff all described the impact of these pressures, and staff morale and wellbeing were affected.

Leadership oversight was also inconsistent at this time. Staff described limited leadership visibility and a lack of confidence that concerns would lead to action. Monitoring and improvement activity was not sufficiently embedded, which reduced assurance that issues affecting people’s experiences were being identified and addressed promptly. Feedback from people and relatives had not always resulted in visible change, which led some to feel hesitant about raising concerns.

Despite these challenges, safeguarding and infection prevention arrangements remained in place, and people consistently told us they felt safe. Staff treated people with dignity and kindness, providing a stable foundation for improvement.

Following inspection feedback, the provider responded positively and took action to address the issues identified. Staffing capacity was increased, deployment arrangements improved and roles clarified. By the follow‑up visit, staffing levels were more stable, staff were less rushed and people experienced more timely and responsive support. The environment felt calmer, and staff had more time to engage with people, support their interests and build relationships.

Leadership presence increased, and staff reported feeling listened to and supported. Oversight arrangements improved, helping the service respond more effectively to issues affecting people’s care. As capacity increased, staff were better able to promote independence, choice and control, and care became more consistently person‑centred. People were supported to manage risks, access healthcare services and engage in activities that reflected what mattered to them.

By the follow‑up visit, the service showed clear progress. While some improvements required further embedding to ensure long‑term sustainability, there was a positive trajectory from a period of pressure and inconsistency to one of increased stability, responsiveness and improved outcomes for people.

Updated 2 February 2026

At the start of our assessment people told us staff were kind, respectful and caring, but daily life could feel quiet and task‑focused. People noticed staff were often busy, which meant they sometimes waited for support or spent time alone. This limited opportunities for conversation, activities and choice over how they spent their day. Relatives shared similar views and wanted reassurance that people would receive care that went beyond essential tasks.

People told us they felt safe, were treated with dignity and spoken to kindly. People valued staff who were patient, gentle and reassuring, particularly when they felt unwell, anxious or required personal care. These consistent messages demonstrated that the service had a caring culture, despite the pressures affecting people’s wider experiences.

The provider started taking action to make improvements during our assessment. As our assessment progressed people described a noticeable improvement in their day‑to‑day lives. They told us staff had more time, were less rushed and responded more quickly when support was needed. Call bells were answered more promptly, and the atmosphere in the home felt calmer. People appeared more settled and comfortable in their surroundings.

People were particularly positive about the increased social interaction and personalised support. They spoke about staff spending time talking with them, learning about their interests and supporting activities that mattered to them, such as drawing, conversations or visits involving animals. Having staff sit with them and show genuine interest helped people feel valued as individuals, not just cared for.

People also felt reassured by the way staff supported their health and wellbeing. They told us staff noticed changes, checked how they were feeling and contacted healthcare professionals when needed. People felt involved in decisions about their care as far as possible, and relatives said communication had improved, giving them confidence that their loved one’s needs were understood and acted upon.

People, staff and relatives described a clear improvement in what it felt like to live at the home. They valued the kindness of staff, the calmer environment, being listened to and having more engaging and meaningful days. While people recognised the service had previously been under pressure, they were clear that the improvements had made a positive difference to their comfort, confidence and quality of life.