Earsdon Grange Care Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring - this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Staff consistently demonstrated warmth, respectful interactions, and people felt genuinely valued.

Staff were observed engaging with people in mutual conversation, enjoying time together, offering comfort and empathy to those who were upset and used sensitive language and therapeutic touch appropriately. One staff member said, “I’m a cuddler, I will say to residents, ‘Do you want a cuddle?’ and they will say ‘Oh yes!” Another staff member told us, “There is nothing better than seeing a smile on their faces.”

There was a strong and embedded culture of kindness and respect. Every staff member we spoke with and observed, were dedicated to ensuring positive outcomes for people. Staff expressed this on the ‘Pledge Wall’ where they committed their promises to words for all to see. One staff member wrote “I pledge to always promote dignity and independence with all of my residents.” This reinforced their determination to making a positive difference to people’s lives.

People repeatedly told us how caring staff were, with one person saying the staff were “wonderful” and “Always ready to listen.” Relatives told us how staff made it feel “Like a home” and how staff had become “An extension of [our] family.” They added their loved ones were “well looked after every single day.”

Mealtimes were a dignified and positive experience for people and provided an opportunity for everyone to come together, share in the homeliness and the community. People used this time to engage with each other, sharing stories that reinforced relationships and companionship. Staff also took pleasure engaging in those conversations with people during the relaxed and very enjoyable dining experience.

Where family members chose to stay in the home with their loved ones, staff provided comfort packs containing personal items and toiletries and ensured they were offered meals and drinks to allow them to dine together during their visit.

Staff fully respected and promoted privacy and dignity. One person had become increasingly distressed, isolated and had suffered several unwitnessed falls however staff uncovered this was due to recurrent urinary issues causing embarrassment and upset. After discussions with the person, their family and healthcare professionals, with immediate and long-term treatment plans, supportive equipment and reassurance from staff, the person regained their dignity and confidence.

One staff member told us, “It is caring and friendly and just a generally lovely place to be – it’s the staff attitude, everyone is just happy to help.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People received highly personalised care shaped around their individual needs, histories and preferences. Staff knew people well and used this knowledge to guide meaningful, person‑centred interactions.

Care plans included detailed life histories, preferences, cultural and spiritual needs, and specific information about what mattered to each person day to day. One person told us, “They really know me here. They know what I like and what I don’t like.” Staff described making small but important adjustments that reinforced individuality, such as ensuring someone’s favourite flowers were placed where they could see them, closing their curtains at a particular time of the day and serving meals in specific ways that matched people’s long‑held routines.

Relatives told us staff took time to understand their loved ones as whole people. One relative shared, “She’s come to life since moving in. They’ve helped bring back her interests and personality.” Staff were observed adapting approaches sensitively, including modifying activities, adjusting communication methods and supporting personal preferences around clothing, routines and room presentation.

Individual expression was encouraged, and people were supported to personalise their rooms fully, helping them maintain their identity, ownership and independence. People had a sense of worth and belonging which had a positive impact on their wellbeing. People told us staff respected their autonomy and individuality. One person said, “I have choice and control,” and staff “respect me and what I want to do.”

Staff used their ‘champion’ roles and the provider’s dementia ambassador programme where they utilised a blend of learning to better understand the individual needs and challenges for people living with dementia. This had led to improved individual communication approaches and better management of personal behavioural support for those individuals who exhibited distressed reactions.

Staff and support teams gave practical examples of adapting how they worked, such as the housekeeping team carrying out specific laundry processes and returning cleaned items in a particular way in which people and their families preferred. Staff also ensured people’s personal items were available to them at specific times and when carrying out specific activities because they knew this was important to them.

Staff supported people to relocate their rooms within the home to be nearer to their friendship group which allowed them to develop new relationships and social networks with their preferred neighbours.

Staff supported a person to maintain their religious beliefs and contact with their church so they could continue to contribute to the congregation, lead on services and involve other people living in the home. Staff used technology to support one person to exercise his rights to leave the home independently to enjoy fresh air, go on walks, and mix with the local community. They ensured the person’s safety by using an electronic tracker and an agreed safety check-in process whilst out and about.

Staff had also supported people on personal shopping trips and to enjoy afternoon tea events outside the home. One person told us, “I would never have done this on my own.”

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were consistently supported to be independent. People were offered choice and maintained control over their daily lives. Staff actively encouraged people to do as much as they could for themselves, while remaining attentive to risks and safety.

One person used to really enjoy cooking and baking as this brought back wonderful childhood memories with their mother. Due to physical limitations, they had been unable to do this prior to coming into the home. Staff purchased adaptive cooking aids, easy-grip utensils and electrical kitchen equipment so they could re-engage in these activities. This brought such a lot of joy for the person to regain their independence and reconnect with positive memories.

One staff member said, “This is not the waiting room for heaven. We are here to make sure they are happy,” demonstrating the value placed on positive risk taking and maintaining autonomy.

People were supported to maintain relationships, express their wishes and take part in planning their own care. Staff involved advocates, families and external professionals to ensure decisions reflected people’s choices. Where people lacked capacity, decision-making processes were sensitive, respectful and clearly documented in care plans. The service’s culture prioritised empowerment, and people described feeling “listened to” and “in control” of their own lives.

One relative described their loved one as “coming to life” by regaining their independence through staff care and support, social opportunities and meaningful activities.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People experienced timely support and staff were visible and responsive to requests. People told us they felt able to ask for help when needed and staff responded without hesitation. One person said, “If something is wrong, they listen and act for you.”

Observations showed staff checking in with people, taking any opportunity to engage with people and responded to call-bells in a timely manner, ensuring comfort and responding to changes in health.

Staff knew how to follow escalation processes. External professionals consistently reported that staff acted promptly when people became unwell. One healthcare professional reported, “During a recent visit, the deputy manager sought advice on how to further support a person with pre-diabetes, which reflects a positive and proactive approach to care.”

The provider had actively engaged in a local authority initiative to respond to changes to people’s immediate needs in the event of an untoward event or deterioration in health and wellbeing.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

There were clear systems for supervision, training, feedback and wellbeing. Staff took pride in the home, their work and the positive impact this had on people. Staff were invested in ensuring “people were happy and well looked after.” Staff regularly commented how they loved their work.

There was a strong team-focused caring culture which was positive, inclusive and staff genuinely cared for each other too. One staff member told us, “I have fantastic support and [staff member] always checks up on me.” Another said, when there is an opportunity to learn something, “[staff member] always includes me.”

New staff described thorough inductions that built their confidence and provided clarity about expectations.

Staff valued the team spirit and said colleagues helped one another through challenging shifts. Staff also reported access to wellbeing benefits, including counselling, menopause support, flexible working and health initiatives. There were useful contacts and signposting information displayed in the home for staff reference.

Staff welcomed and benefitted from the diversity within their staff group. The provider readily promoted equality, diversity and inclusion, and staff told us they felt respected and able to raise concerns confidently. Managers supported religious and cultural observance and the home shared in celebrating key events and dates.