Grace Care Centre

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 82 (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 making 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. The registered manager looked at ways to enhance person centred care, provide choices and promote people’s independence. The service had a bistro area within the reception area, with seating areas, chairs and tables. People were observed to freely make themselves drinks using the bistro style hot drinks machines. Staff and volunteers were able to supervise some people when needed. The bistro was one of the central areas of the building for socialising and we observed people sat talking to each other. Snacks were also available for people to have, including fruit, crisps, cakes and biscuits. This meant that people were able to make themselves drinks, without relying on the staff.

Creative ways had been used to reduce distress to people, when their needs had changed. This input had provided many positive outcomes for people. This included introducing pink rummage boxes, outside of one person’s room, who lived with dementia. The colour pink was the person’s favourite, and it contained their preferred objects, this had reduced their emotional distress and prevented them entering other people’s rooms. The staff and management team knew people well. It was identified the timings of one person’s medicines needed adjusting as they had become disengaged and was affecting their wellbeing. Through support from the service’s specialist nurses, the person’s medicines timing was changed, in consultation with the GP. This had a significant positive impact on the person’s health and wellbeing.

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 were supported by a consistent team of staff. Staff were rotated to work in the different households of the service. The continuity of staff helped to provide good outcomes and ensure person centred care was promoted. The service had a dementia care lead and activity coordinators who divided their time between the households, to support people’s wellbeing. People were able to access all communal areas of the service, in particular for social events. We asked people if they received care from a consistent team of staff. A person told us, “There are some new staff and some on holiday but most of them I see regularly”. Another person told us, “There are quite a few of the same carers and I’ve got to know them and they know me.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Staff communicated with people in ways, which supported there needs and helped them to understand information. This included the use of communication cards and by using a communication book and communication pen for some people. This was a digital device to support with communication. Some people had a hearing or sight impairment. The staff provided information in either larger print by changing the format of documents to a suitable size or by speaking to people, slowly and clearly. People were very much included with the care planning process and were able to receive a copy of this.

People were provided with information about what was going on in the service, through newsletters shared with people. These were written by one of the activity coordinators and contained a high level of information. For example, the December 2025 newsletter contained a festive calendar and information about what’s on and updates, such as festive events, drag bingo, live stream church services and planned visits to the local castle and Christmas market. Puzzles, drawings and a quiz were also included.

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result. People were supported to have their voices heard through many channels of communication. The service had a ‘resident ambassador’ who was also a person who lived at the service. They did this in a volunteer capacity and were a valuable source, where people could speak with them, if they wished to make any suggestions or needed advice. The ambassador met regularly with the deputy and registered manager to share feedback. The person volunteered supporting the reception staff and was a welcoming face for visitors. They were keen to help speak to people, who wanted to look around the home for future care. It was evident the person felt empowered within their role, and this meant a lot to them.

People were empowered to share feedback and ideas regarding the provider’s other services. The operations manager told us, some people who lived at the service were asked to visit other services. They visited with staff, to spend the day and provided “out of the box” ideas regarding their experience of the day. This provided people with a sense of purpose, which they enjoyed.

People’s voices were listened to with regular ‘resident and relative’ meetings being held. This was chaired by the registered manager. People were able to make suggestions and discuss any concerns they had regarding the service. Menus, activities, staffing levels and laundry were often the theme for discussion. Updates were given by the registered manager, regarding what was going on at the service.

People were aware of how to make a complaint and what to do if they were not happy. A copy of the complaint’s procedure was available for people to refer to. We asked people what they would do if they were unhappy. A person told us, “I have no complaints. If I did have, I would see the manager and I know they would do something.”

The provider made sure that people could access the care, support and treatment they needed when they needed it. People’s care plans contained information about people’s needs. This included their cultural beliefs and chosen faiths. People confirmed they had been involved in the care plan process. A person told us, “They go through the care plan from time to time. If I need anything I can speak to them, they don’t change things without asking me.

The building was accessible and purpose built with the appropriate adaptations. Keypads and alarms were installed for safety, and adaptations supported people with mobility needs. Some people required low level beds to reduce the risk of injury from falls. The building was designed to be dementia friendly and was split into different themed households, so people were aware of their surroundings.

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. Staff were passionate ensuring people received the best outcomes of care and treatment. The deputy manager told us; they had supported a person who had been misdiagnosed with a medical condition. Through supporting the person, researching with medical staff, the person was diagnosed with a different condition. This meant the person was able to receive the appropriate care and treatment. Care was then tailored around this, which included training for staff, rolled out by the learning and development team.

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. People were asked for their preferences regarding there advanced wishes and if they wished to be cared for at the service or in hospital. At the time of our assessment the service was working towards the gold standards framework. The framework is an accreditation for care homes, which focuses on providing high-quality, person-centred care for people, who are end of life care. The registered manager told us, they were hopeful they would achieve this.

The service cared for people who were end of life care, showing dignity and respect to people and their relatives. The service had a wellbeing room, where people’s relatives or friends could stay and be near to people, who were unwell or at the end of life. This space provided a calm and relaxing environment. Some people who had passed away had chosen for their wake to be held at the service. For example, one person lived at the service for many years. As part of their wishes, there wake was held at the service, with their favourite foods catered for and shared with friends and family. The activities staff team, prepared memory books, filled with photos and precious memories of the person to help celebrate their life.