
47GROSVENOR HEALTH AND SOCIAL CARE |
BEST PRACTICE REPRESENTATIVE 2018
Especiallyhelpfulin this regard is our
bidding team, who will look out for
tenders that are put up in journals
by a local authority, for example. By
meeting the requisite criteria in this
arena, we are able to win much of our
custom. In addition to this, we’ve –
along with our acquisitions – managed
to achieve organic growth. Indeed,
such is the extent of our growth that
we now perform 95,000 hours of care
per week – a source of both pride
andhumility.
Our size has not come at the expense
of our human level of operating,
though. We nevertheless remain an
independent provider operating with
a human face – we are, as we like to
say, “run by people for people”. This
brings us on to our fundamentally
distinctive quality: the quality of our
staff, who together comprise our
greatest asset. Making them happy
makes everyone else happy; they are
the crucial, indispensable link in the
chain, and their satisfaction is a key
metric. Indeed, all of our time, effort
and resources goes on our staff, who
in turn are more motivated to carry
out their crucial work for society’s
most vulnerable demographics. High
staff turnover, moreover, has the
emotionally negative impact on our
clients of subtracting from their lives a
much-needed continuity. In short, a lot
hinges on getting this right.
Part and parcel of this, too, is a keen
commitment to the professional
development of our staff, thereby
ensuring the best possible quality
of service for those under our care.
By proving ourselves in this area,
we can achieve the two inextricably
bound goals of better care and
businesssuccess.
Areas in which we stand out
Important to us, too, is that our clients
become responsible, independent
people in so far as this goal is
achievable. This is more than just
basic care and supervision; we want
them to have mastery over their own
lives again: to cook their own food,
to go on walks, to manage their
affairs without constant supervision.
It’s worth reminding again that only
thoughtful, committed staff can make
this vision a reality.
Technology has its part, too, which
is an aspect of our business that
we’ve innovated towards. Many care
providers have not yet realised the
potential of mobile technology to assist
in the provision of care (as well as in
saving paper). For example, we have
an instant notification system that
informs carers on what sort of action
is required, as well as the well-being
status of the client. More generally
speaking, we have invested in our
infrastructure so that we can offer
greater choice and flexibility to those
for whom we care. Largest independent
domiciliary care provider
in UK
Keen
commitment
to the
professional
development
of our staff
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