ABR Grace Solutions 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 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. Regular staff meetings took place, with records showing staff were encouraged to share their views and contribute to discussions about the running of the service. Staff told us they felt supported by the registered manager, who operated an open door policy that enabled people, relatives, and staff to approach them at any time. This promoted an open and transparent culture where concerns could be raised confidently and addressed promptly.

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 skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager was described by staff as approachable, supportive, and committed to continuously improving the service. Staff spoke positively about their leadership, with one member of staff telling us, “Yes I feel supported, when I escalate issues, it is addressed.” The registered manager knew people well and demonstrated a clear commitment to ensuring individuals received high -quality care. Relatives also told us they felt able to contact the service whenever needed, with one relative commenting, “I can easily approach the office.” This feedback reflected a culture of openness and strong, accessible leadership.

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

The provider had appropriate policies in place, including a Duty of Candour policy. This outlined the expectation that staff act in an open and transparent manner if something went wrong or if a person experienced harm. Staff we spoke with were aware of the procedures for reporting concerns. They demonstrated an understanding of their responsibility to escalate issues promptly to help keep people safe.

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

Policies and procedures to promote equality, diversity and inclusion were in place and understood by staff. The service supported staff by valuing their individual beliefs. The registered manager explained how adjustments could be made to working patterns to support them. This showed a flexible and inclusive working environment. Staff surveys were completed, and the results evaluated to identify areas of strength, and opportunities for improvement. This helped the provider to monitor staff wellbeing, and ensure the service promoted an inclusive culture for both staff and people using the service.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes.

Governance systems were in place to check the quality and safety of the service, but they were basic and lacked a clear, overall plan for improvement. People’s care was not negatively affected because staff understood individuals’ needs well and provided effective support. The provider was honest about what needed to improve. This openness, along with staff’s strong knowledge of the people they supported, helped ensure care remained safe and consistent while governance systems were being strengthened.

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 registered manager and staff worked effectively with health and social care professionals to ensure people’s needs were appropriately met. When people’s needs changed, staff undertook reviews with relevant healthcare professionals and made timely referrals to occupational therapists, community nurses and GPs as required. Records showed that people had regular access to both health and social care professionals, ensuring they received the support needed to maintain their health and wellbeing.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The registered manager remained focused on strengthening the service overall. They ensured all staff received the training and support needed to deliver consistently high-quality care.