Grande Care 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 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 had a shared vision, strategy and culture which was shared with staff during their induction to the service. 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.

The registered manager had worked with people and their relatives to build a culture focused on putting people at the centre of their support and enabling them to enjoy their lives. The registered manager promoted a culture where staff felt valued and able to feedback about issues that impacted on their working life.

Staff understood the vision and values of the service and reflected these in their feedback during our inspection. One staff member told us, “Our vision is to deliver compassionate, person-centred care. These are reinforced in training, meetings and daily practice.” Another staff member explained, “The vision and values are to deliver safe, respectful, and person-centred care. I know them through training, meetings, and the way we work every day. It’s a great place to work. I enjoy helping people, working with a supportive team, and making a positive difference every day.”A third staff member commented, “I enjoy building relationships with clients and seeing their wellbeing improve. The team culture and flexible scheduling make it a positive workplace.”

The provider had inclusive leaders 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.

Following our last inspection, the registered manager had completed further qualifications to ensure their effective management of the service and compliance with legislative requirements.

Staff described the registered manager as being very active, visible and supportive. Staff told us they frequently saw the registered manager who regularly visited people in their homes. One staff member told us, “The manager is highly approachable, proactive, and fosters an open-door policy, which makes it easy to discuss any concerns or ideas. I know I can rely on my manager for guidance, whether it’s through additional training, mentoring, or simply offering reassurance.” Staff had regular individual meetings with the registered manager where they could discuss issues in relation to their work and personal development.

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

There were processes in place to support staff to speak up and staff felt happy to share concerns and make suggestions for improving care. One staff member told us, “I feel comfortable making suggestions via team meetings or directly to management. Feedback is usually acknowledged, and changes are communicated. Meetings are useful for sharing updates and learning from each other.” Another staff member said, “I always get opportunities where I can make suggestions and raise issues where something is not right without any hesitation. My manager always gets back to me.”

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.

Staff told us the culture of the service was good and there was an inclusive environment where they felt supported and appreciated. Comments from staff included, “The manager is approachable, fair, and always willing to listen and support all staff equally” and "There is no difference in treatment with any of the staff."

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes.

The registered manager carried out a range of checks and audits which were used to monitor risk and performance and understand where improvements were required. The registered manager had introduced self-assessment logs based on the key questions and quality statements we, CQC, inspect against. Some checks focussed on people’s experiences to ensure the effective implementation of the provider’s values.

The registered manager used another organisation to provide external oversight of some elements of service provision such as health and safety and staff recruitment.

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.

People and their relatives described partnership working through regular and effective communication. One person told us, “The manager comes to see me and the carers every week. The manager is very knowledgeable regarding my health conditions; I am happy with my care package.” A relative told us, “[Name] has got to know the carers and trusts them. It is very reassuring that [Name] is getting the care they need. The company tick all the boxes, and we are very satisfied.” Another relative said, “The manager regularly reviews the care logs and visits [Name]. She supports her staff and I highly recommend the company.”

The registered manager liaised with other health and social care professionals to ensure people's needs were fully met or where there were concerns about their health. The registered manager signposted people to other organisations to ensure they were in receipt of services available to them. The registered manager explained, "We all share the same goal, and we all want to do safe, effective care for the clients. It is important we are all working to achieve the same goal and sharing information. We also get consent from the client and their family, so they are always involved."

The provider focused on continuous learning, innovation and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The registered manager carried out case studies of packages of care to identify what actions had achieved positive results and where improvements could be made. Good practice was reflected upon and consideration given to how this could be implemented elsewhere in the service to achieve positive outcomes for people.

Staff were encouraged to complete training and complete further qualifications in health and social care.

The registered manager had a 12-month service improvement plan with planned strategies and budgets for achieving the actions identified. This included the introduction of a fully implemented electronic care management system and a portal for people and relatives to access their records whenever they wished to.