Everdale Grange

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 Good. At this assessment the rating has remained 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. 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 provider has a clear strategy, vision and values that underpinned the service provided. This was shared with staff and was consistently measured by the provider’s robust systems and processes that assessed, monitored and reviewed quality and safety. The provider’s shared vison and culture was based on individuality, choice and dignity.

Observations of staff engagement with people and each other demonstrated they promoted the provider’s values and culture. A staff member said, “The provider’s vision and values are about providing person centred care, we are always gentle with the residents, and we provide the best dignified care we can.” Another staff member said, “We work as a team to provide good care, where everyone is treated equally, we have shared goals.”

The provider had inclusive leaders at all levels 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.

The leadership and management team were well experienced, skilled and competent. The staff team spoke positively of their line manager, the management team and senior leaders who were described as, “supportive” “open” and “inclusive.” Staff received opportunities to develop and progress within the organisation.

Relatives told us they found they found the service to be, “welcoming,” “efficient,” and “well organised.”

Our observations of staff engagement with people across the service, and without exception found staff to consistently provide good care that was kind, caring and compassionate.

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

Information about speaking up was available to staff. Staff told us they felt able to raise concerns or make suggestions and these were listened to and acted on. A staff member said “Yes, I can always speak to management. They listen and take action immediately and they keep staff informed. They always make sure everything is done properly and fairly. I have observed this several times.” Another staff member said, “I feel very confident to raise a concern. I don’t have any concerns at the moment. If I did, I would tell my management or directors.”

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.

The provider valued diversity within the staff team and demonstrated a commitment in supporting and valuing the staff. Wellbeing meetings were arranged with staff and a staff stress audit enabled the provider to understand staff well-being and workplace satisfaction. The key findings of an audit completed in December 2024, showed areas for improvement and an action plan was developed to implement new and improved systems and processes.

Staff told they had never experienced or witnessed harassment or bullying while working at the service. Staff provided examples of how diversity was celebrated. These included, celebrating different religious holidays and practices. The registered manager advised how the staff rota was adjusted to support staff with religious and cultural needs.

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, and shared this securely with others when appropriate.

The provider had robust systems and processes that assessed, monitored, and mitigated risks and reviewed quality. Action plans were developed where improvements were identified to enable continued improvement.

Staff communication systems were effective in sharing important information about people’s care and treatment needs, and areas for development. Staff were clear about their roles, responsibilities and accountability.

There was a clear staffing structure which ensured there was always a senior member of staff present over a seven day period. This meant senior leaders were available for any support or guidance to both staff, people who used the service, relatives and visiting professionals. This ensured the service consistently ran smoothly.

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.

The provider worked in partnership with others to meet people’s needs. For example, local school children visited the service and monthly coffee mornings were arranged to enable people to be a part of their local community.

There was a multi-disciplinary teamwork approach in supporting people with their care and treatment needs.

External professionals provided positive feedback about how well the staff and management team worked with them.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The organisation’s directors had professional articles written on a range of subjects. The management team said, “We believe that sharing knowledge supports continuous learning and helps raise standards across the care industry. Our directors actively contribute to discussions on improving elderly care, dementia support, safeguarding, and workforce development.” This demonstrates a continued commitment in sharing, learning and development.

The provider’s policies and practices were underpinned by best practice guidance. The provider demonstrated a commitment for continued learning and improvement. An example of this was how 2 of the directors had signed up to complete a recognised and accredited training course in positive behaviour support that they could then deliver to the staff team, to enhance staff’s skills in providing care and treatment for people living with advanced dementia.