Grande Care Ltd

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 remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 75 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People and their relatives described a care team who supported and responded to them with understanding and sensitivity. One person told us, “They (staff) treat me well and are very kind and friendly. They know when I want to be alone and will give me privacy.” Comments from relatives included, “All [Name’s] carers are kind and patient. They are very respectful and treat [Name] with dignity at all times” and “The carers are absolutely wonderful. They work very hard and genuinely care about [Name] as it is not an easy job, due to their complexities.”

A staff member told us the registered manager motivated the staff team to deliver care with kindness and compassion because, “We focus on the 6 Cs – communication, compassion, courage, commitment, care and consistency.” This staff member added, “If we can’t communicate with a person, then they can’t share what they are feeling and what is on their mind. If we can communicate with compassion and empathy, then we can meet their needs.”

One health care professional commented how a person often preferred communication to go through the registered manager because of the trusted relationship that had developed between them.

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's equality and diversity needs were understood and supported by the service. The registered manager explained how they celebrated people’s individual cultural and religious beliefs. They gave an example of how they had helped 1 person to attend their place of worship by introducing a member of staff who spoke the person’s first language and shared their interests and beliefs. A relative of this person told us, “They (staff) recognise when [Name] is going to have an episode of trauma, and they will encourage them to pray as this will calm them down.” Another person had been supported to access some training courses which had promoted a personal sense of achievement.

A staff member explained how they promoted people’s individuality and commented, “Everybody has the right to live their life as they want."

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People and their relatives reported that staff were respectful of their decisions and encouraged people’s independence. One relative commented, “They will include [Name] in decisions regarding how they want to be cared for. They really encourage them to be involved with everyday tasks.”

Records demonstrated planned risk management strategies were developed and implemented to maintain people’s independence and enable them to complete activities important to them. For example, 1 person required more support after episodes of ill health, but otherwise their independence was encouraged and supported. Another person was supported to engage in simple tasks around their home to build their self-confidence and improve their mental wellbeing. In a review of their care 1 person had commented, “The carers made me feel proud of who I am and what I can do on a daily basis.”

The registered manager told us promoting independence was a fundamental aim of the service and explained, “It is very important we respect people’s choices. We don’t want people to think we are taking their independence away but are a helping hand."

Staff were able to explain how they supported people to maintain their independence. Comments included: “I encourage independence by supporting them to do things on their own where possible, such as eating, dressing, or choosing activities” and "If we can promote their independence, we can maintain their wellbeing and give them their own choices."

The provider 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 and their relatives told us staff responded to people’s care and support needs promptly. Relatives gave examples showing how staff used their skills to recognise when their family members required prompt support.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The registered manager promoted staff wellbeing by providing flexibility in shift patterns, celebrating achievements and rewarding exceptional performance and practice. Rotas were planned a month in advance so staff could schedule their non-working days to reflect any personal commitments or plans.

Staff told us the registered manager promoted their wellbeing so they could carry out their role and responsibilities. One staff member told us, “The manager is responsive to staff well-being, for example, she has implemented flexible scheduling when needed and ensures workloads are manageable.” Another staff member commented, “It’s a rewarding job. I feel fully supported through our open-door policy, and I also receive feedback, rewards and appraisals from my manager.”