Great Grace Services Ltd

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 is the first assessment for this newly registered 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 provider 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. A business continuity plan was in place, prioritising people’s needs during emergencies. Staff described the culture as positive and inclusive, and leaders were approachable and supportive. Equality and diversity were promoted, and staff demonstrated understanding of human rights and person-centred care. Feedback confirmed that leaders and staff worked collaboratively to maintain high standards and a compassionate culture.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the experience, capacity and integrity to manage the service effectively. They were visible and responsive, taking prompt action when improvements were identified during the inspection. Staff reported strong support through supervision, guidance and open communication. Leadership demonstrated knowledge of care standards and regulatory requirements, and there was evidence of inclusive behaviours and a commitment to continuous improvement.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a culture of openness and transparency. Staff told us they felt confident to raise concerns and were listened to without fear of detriment. Processes for reporting incidents and safeguarding concerns were clear, and staff were aware of escalation routes. Feedback confirmed that managers responded promptly and provided updates on lessons learned and changes made to prevent recurrence.

The service promoted equality and diversity within the workforce. Staff from a range of ethnic backgrounds were employed, and leaders took steps to ensure inclusion and fair treatment. Training in equality and diversity was provided, and staff understood how to deliver care that respected protected characteristics. Feedback indicated that staff felt valued, respected and supported in their roles.

The provider did not always have fully formalised governance and oversight systems in place. While some arrangements existed, such as care plan reviews, medication audits, infection control checks and health and safety monitoring, these lacked consistent detail and structure. The provider was still in the process of formalising oversight systems and transferring care plans to an electronic platform. This limited the ability to demonstrate robust accountability and systematic risk management. Improvements were needed to ensure governance frameworks were comprehensive and consistently applied. During our assessment the provider shared details of their improvement plan which demonstrated actions they were taking to formalise processes. Emergency planning considered prioritising people’s needs during staff shortages. Staff understood their roles and responsibilities, and leaders acted promptly when issues were identified.

Staff and leaders worked in partnership with families and external professionals, such as community nurses and occupational therapists, to support people’s care needs. There was evidence of collaboration to ensure continuity of care and positive outcomes, for example, supporting a person to return home. One relative told us, “The company is well led and organised. The office [staff] is approachable. I would recommend it.” These relationships helped maintain joined-up care and improved people’s experiences.

The provider demonstrated a commitment to learning and improvement. They actively contributed to safe, effective practice. The provider who was also the registered manager demonstrated an open transparent approach to learning and were keen to develop the business with a reputation based on outcomes and the quality of life for both people they supported and staff. During the inspection, prompt action was taken to address areas identified for improvement, such as medication documentation and risk management. Staff were encouraged to share ideas and were supported through training and supervision. The provider was in the process of implementing an electronic care planning system to strengthen oversight and efficiency.