Grande Care Ltd

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People received support that was tailored to their individual needs by staff who knew them well. One relative told us their family member had a complex medical condition and described how staff were able to recognise the varying presentations and respond quickly with the person’s prescribed medicines. Another relative explained how staff were able to identify signs their family member was becoming unwell and responded appropriately to prevent further deterioration in their health. This relative told us, “It is wonderful how they can intervene with various management techniques to keep [Name] calm during an episode as well as understand the condition and how the medication works.”

Care plans reflected people’s individual needs and preferences. For example, records demonstrated a planned routine was important to 1 person, while another person preferred a more flexible approach to planning their day. The registered manager regularly engaged with people to ensure the support they received remained reflective of their physical, social and psychological needs, as well as their individual preferences.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People received support from a core team of staff which meant they had continuity in the care they received. New care staff were introduced to people before they started providing care and support to understand people’s individual health and care needs.

The registered manager worked with other health and social care professionals to ensure people received a joined-up service. For example, 1 health care professional requested updates about a person before any medical consultations. Another healthcare professional told us they had requested information about a person and the registered manager had been, “Really responsive.”

A relative told us how this integrated approach supported their family member and commented, “The folder with all the protocols and care plans is extensive and informative which also assists [Name’s] clinicians in making informed decisions about future care needs.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

The registered manager promoted effective communication with people and relatives and recognised the importance of providing information that enabled people to receive person-centred care and support. Agreed methods of communication and interventions were recorded in people’s care plans. For example, 1 person used a colour coded system to enable them to share their feelings with staff.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

The registered manager recognised the importance of providing people and their families with regular opportunities to share their feedback about the service provided. This helped to establish trusted relationships where minor issues could be addressed before they developed into major concerns. People's feedback was listened to and used to improve the care they received.

One relative told us, “We are aware of all the company’s processes and procedures and know what to do if we have any complaints or issues. The manager does spot checks and visits to check on the carers and to see how [Name] is. She will review the care logs and records and check medication charts, and this is done on a regular basis.” Another relative described communication with the staff and the registered manager as “Excellent” and said, “The manager communicates very well and we discuss [Name’s] care regularly.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People’s needs were fully assessed to identify those who required adaptations to support their access to all areas of their home and the local community. Where required, specialist advice was sought to ensure people had the accessibility adaptations they required.

People had access to external health professionals to promote and maintain their wellbeing. Staff assisted people to attend external appointments if needed.

Most people received 24-hour support which meant care was available and accessible when they needed it. The registered manager operated a 24-hour on-call service, so staff had access to support when emergencies occurred out of hours.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People and their relatives described positive experiences because they were confident their views and opinions were listened to. Where a need was identified through feedback, the registered manager supported people to escalate concerns with other healthcare professionals involved in their care. One person had been signposted to an external support group with positive outcomes.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The service was not supporting anyone at end of life at the time of our visit, but the registered manager said this could be provided. They explained how they worked in partnership with people, their families and other healthcare professionals to ensure peoples’ needs, wishes and preferences for their end-of-life care were known and met.