Grange Court Residential Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.
People were consistently treated with remarkable kindness, compassion and respect, and their dignity was proactively always upheld. Observations across both days of the assessment demonstrated a deeply embedded culture of person-centred care, with all staff providing warm, respectful and genuinely caring interactions throughout the service.
Throughout the visits, every member of staff spoke gently and kindly to each person they supported. Interactions were consistently delivered with warmth, reassurance and a clear understanding of everyone’s needs and preferences. Staff demonstrated strong knowledge of people as individuals and communicated in a thoughtful and meaningful way, adapting their approach to reflect people’s preferred methods of communication. Information was explained in a dignified and sensitive manner, ensuring people felt included, respected and valued.
Staff demonstrated a highly proactive approach to maintaining people’s dignity. We observed staff supporting people to access the toilet regularly in a discreet and respectful way, anticipating needs before people had to ask for assistance. This approach reduced potential distress and preserved people’s dignity. We did not observe anyone who appeared uncomfortable due to unmet continence needs, which reflected the attentiveness of staff and their commitment to providing responsive, compassionate care.
People appeared comfortable, relaxed and well cared for, and were observed engaging positively with one another. The atmosphere within the service was calm, inclusive and supportive, reflecting the strong, values-driven culture created by staff. Interactions consistently promoted people’s sense of worth, independence and wellbeing.
Feedback from relatives was overwhelmingly positive. Compliments shared with us described the care provided as highly compassionate and praised staff for the genuine kindness shown towards people. Relatives told us they felt confident their loved ones were always treated with dignity and respect, and staff went above and beyond to ensure people’s wellbeing. One person told us, “I love it here with my [partner].”
 

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.
People were consistently treated as individuals, with their preferences, choices and personal identities recognised and respected in daily practice. During activities, we observed staff offering people meaningful choices about how they spent their time. People were able to decide whether they wished to participate, and what they wanted to do. For example, some people chose to sit outside and were supported to do so, while others preferred to join in with activities and were encouraged to engage at their own pace. This demonstrated a flexible, person-centred approach to care.
Staff showed a good understanding of people’s individual preferences and supported these in practice. Care plans included clear information about people’s preferred hairstyles, clothing and personal presentation, and we saw staff promoting and respecting these choices, supporting people to maintain their identity and sense of self.
We also observed staff knew people well and adapted their communication styles to meet individual needs, including using people’s preferred methods of communication. This approach helped to ensure people remained in control of their daily lives, supported their independence, and promoted their wellbeing.
 

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.
People were consistently supported to have a high level of choice and control over their daily lives, with care delivered in a way that was flexible, responsive and centred around what mattered most to them. People told us, and we observed, that they were able to make meaningful decisions about what they ate, with a range of meal choices and additional options available. One person said, “Oh yes the food is very good, there are always choices,” reflecting that people were regularly offered choice and their preferences were catered for.
People were fully in control of how they spent their time. They chose where they wanted to sit, how they structured their day and whether they wished to take part in activities. At lunchtime, people independently chose where to sit based on their preferences, including selecting quieter areas to enhance their dining experience. One person told us, “I can go to bed whenever I want, nobody makes me do anything,” and another person told us, “I like that I don’t have to shower every single day,” demonstrating people felt empowered and unrestricted in their daily routines.
The provider demonstrated a proactive and highly responsive approach to involving people in decisions about activities and what was important to them. People’s views were not only listened to, but actively shaped the support provided. Where people expressed wishes or aspirations, these were taken seriously and acted upon. For example, 1 person shared their wish to attend cricket matches again, and this was embraced by the provider, with plans put in place to support this. One person was supported to visit the Yorkshire Dales, reflecting a long-standing personal interest and connection to the area. This demonstrated the provider’s commitment to supporting people to maintain meaningful links with places important to them and to live fulfilling lives beyond the service environment.
People consistently described feeling confident to express their wishes and assured that these would be responded to. One person said, “I can have anything I want here, I only have to ask,” and another told us, “They are always here to help me even when they are busy.” This demonstrated a culture where people felt listened to, valued and supported to make choices about their care and daily lives.
The registered manager ensured people were supported to exercise their democratic rights. People were provided with the information and support needed to register and vote in upcoming elections, enabling them to make informed decisions and remain active participants in civic life. This reflected a strong, values-driven approach to promoting independence, inclusion and equality.
Overall, the provider had created a culture where choice and control were fully embedded in practice. People were empowered to direct their lives in a way that was meaningful to them, which promoted independence, confidence and overall wellbeing.
 

The provider was exceptional in how they listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.
People’s immediate needs were responded to promptly and consistently, ensuring they received timely and effective support at all times. People had access to call bells when required in their bedrooms, and a strong staff presence in communal areas meant people did not have to wait for assistance. This ensured people felt reassured and supported, with help readily available whenever needed.
The provider demonstrated a proactive and responsive approach to accessing external healthcare support. Where people required additional input from health professionals, referrals were made promptly and efficiently. This ensured people had seamless access to care and support 24 hours a day, with no delays in addressing their needs.
Care records evidenced strong multidisciplinary working and a highly responsive approach to people’s changing needs. Regular reviews, including Gold Standards Framework (GSF) meetings, were used to closely monitor people’s conditions. Care plans were updated in a timely way to reflect any changes, ensuring care remained appropriate, coordinated and effective.
Healthcare professionals spoke positively about the service and commended staff for their responsiveness. They told us that where people’s health needs deteriorated, staff acted quickly to seek input from GPs and nursing professionals, ensuring people received the right care without delay. Where people’s needs progressed significantly, timely reviews were completed and appropriate equipment was sourced to support people safely and comfortably at each stage of their care.
People and relatives consistently told us the service was responsive to their needs. This demonstrated a culture where staff anticipated and acted on changes quickly, ensuring people received high-quality, person-centred care when they needed it.
Overall, the provider had embedded a proactive and highly responsive approach, ensuring people’s immediate and changing needs were met promptly, effectively and with a strong focus on maintaining comfort, safety and wellbeing.
 

The provider had systems in place to support staff wellbeing, recognition and development. While these were positive, they were not always consistently embedded or fully experienced by all staff, and further work was needed to ensure equitable access and awareness.
The provider had a range of initiatives in place to support staff wellbeing, recognition and development. These included access to a dedicated manager who carried out wellbeing calls, practical support for overseas staff such as accommodation and registration with local services, and financial benefits including a bonus scheme, free meals during shifts and access to discount schemes.
However, staff feedback about these initiatives varied. Some staff were able to describe recognition schemes such as ‘employee of the month’ but were less aware of other wellbeing and support initiatives available to them. This suggested that not all initiatives were consistently embedded or fully understood across the staff team.
Some staff told us they would value further opportunities for development, such as Level 3 apprenticeships and additional medication training. This was also reflected in the May 2025 staff survey. The provider explained that access to Level 3 apprenticeships was limited to certain roles and working patterns. The provider confirmed they would look into providing medication awareness training for all staff.
Overall, the provider had systems in place to support staff wellbeing and development. However, these were not always consistently experienced by all staff.