Evelyn Grace 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 good. At this assessment the rating has remained as 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 79 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The strong alignment between leadership vision, staff behaviours and people’s experiences showed a shared commitment to delivering high‑quality, person‑led care that exceeded expected standards. The registered managers were highly involved in the running of the service but also provided direct care to people. They knew people’s needs and their relatives and adapted the service to ensure every person had the type of support and care they wanted. One relative told us, “It’s a personalised service. It’s a small outfit and we wouldn’t know what to do without them.”

Team meetings were arranged so staff could meet colleagues. A staff member said, “I have been invited to contribute to these meetings, and the details of the meetings have been communicated to me later via email.” Staff felt included in the running of the service and could give feedback and share ideas about supporting people safely.

Feedback from staff showed they held the same values as the 2 registered managers. Comments included, “The team are diligent, kind and conscientious in their work. Even though we all work remotely, there is a strong sense of team and going above and beyond creates the foundations of a genuinely caring and compassionate team of carers.” A professional told us the registered manager led by example and that “staff were supported and learning was encouraged.”

There was a strong culture of inclusivity of people and staff due to open channels of communication and requests for feedback. People were involved in organisational changes and ongoing improvements such as the provider’s website being updated. This included some photos of people, with their consent, showing the care people received. The registered managers’ aim was to make it as accessible and informative as possible.

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 service was led by registered managers who were visible, accessible and trusted by people, relatives and staff. The registered managers demonstrated integrity, openness and a deep understanding of the needs of people using the service, which created a positive and empowering culture.

People and their relatives spoke positively about the registered managers, describing them as approachable, responsive and reliable. Feedback highlighted the registered managers’ availability and commitment. Comments included, “Managers are always accessible. Even after normal work hours” and “All the senior staff are available by phone, or email, but it does not seem to matter who picks up the phone, you get action or answers.” This showed the registered managers took responsibility, acted decisively and placed people’s needs at the centre of their decision‑making.

The registered managers ensured people were supported in ways that maximised choice, control and independence, and care delivery was consistently person centred. The culture promoted dignity, privacy and human rights, enabling people to live confident, empowered lives. The registered managers modelled these values in their everyday practice and expectations of staff, which supported positive experiences and outcomes for people.

The registered managers worked closely together, meeting regularly to share learning, reflect on practice and identify opportunities for improvement. They held open discussions about people’s wellbeing, staff support and any concerns or issues, ensuring these were addressed promptly. This collaborative approach demonstrated shared values and a unified vision for the service.

The registered managers invested time in listening to staff views and acted on feedback, which contributed to high morale and retention. This inclusive leadership approach ensured staff felt valued, supported and confident in their roles, directly benefiting people using the service.

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

People and their relatives were consistently satisfied with the service they received and were given ample chances to provide feedback about their care. Surveys were given to people and relatives if they wanted to share their views on the service. The feedback from the surveys was positive and the registered managers made sure people and their relatives received these results. This showed people that their views were read and where necessary acted on.

As the registered managers carried out many of the care visits, this was another way to obtain direct feedback about the service. This was helpful for those people who preferred providing face to face feedback. A professional commended one of the registered managers, telling us they were an“advocate for people using the service.” Gaining feedback was a constant part of running the service. The registered managers went out of their way to meet with people and their relatives on a regular basis so that a professional trusting relationship was built. This enabled all concerned to freely share their views.

Staff had regular opportunities to speak up and share their views. They often worked alongside the registered managers which gave them the chance to ask questions and share any issues they might have. Meetings were held for staff so if they felt able to speak up in a group then they could. One staff member said, “I’m given space to grow, I’m heard, I can make suggestions and I’m listened to. How much I love this company shows in my work I believe, I know I’m going to be a part of Evelyn Grace for a long time.” All the staff feedback we received commended the managers for giving them time and space to contribute their ideas about the service. This positivity ensured staff felt acknowledged and heard.

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 registered managers acknowledged the good work the staff team carried out. This was done via phone calls, emails and texts. As and when people using the service and/or their relatives praised individual staff members, this was forwarded to the relevant staff member or staff team, so they were aware their work was recognised and appreciated. Also, in the week ahead emails sent to staff, they were thanked so they continuously felt they were part of a team where good work was seen and noted.

When planning care visits, the registered managers took into account each staff member’s needs and abilities. For example, consideration was given if staff were pregnant or older. A staff member told us, “Your needs are met, you are celebrated and encouraged to be yourself.”

Staff described positive experiences of working for the provider. Their comments showed they felt respected, considered and valued. Staff spoke of feeling their individual needs were recognised and the registered managers were accommodating and flexible. One staff member said, “Individuality is encouraged.” Another told us, “After going to another care company it just wasn’t the same and didn’t feel valued enough. I chose to come back and can honestly say it’s been a dream.” Staff following certain religious beliefs were respected. For example, the uniform staff wore was made accessible to those staff who wore head coverings.

Where staff needed assistance with the documentation used to support people, the registered managers had adapted certain documents and used plain English words, photos and pictures to make it easier for staff to understand what was expected of them. This ensured people were supported safely and effectively.

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. The registered managers maintained good oversight of the day-to day running of the service and were keen to drive up improvements. The registered managers were receptive to the assessment and reflected on areas they could improve to continue offering a well-run service.

There were systems in place to monitor the quality of the service, for example there were regular checks on staff performance which looked at various areas, including record keeping and carrying out the agreed tasks. Staff confirmed their work was observed to ensure they provided person centred care. Staff received appraisals so they could look at their strengths and areas for improvement.

The registered managers understood their duty to notify the Care Quality Commission of reportable events within the service. They confirmed there had been none to report.

Documentation was in place to record medicine errors along with action taken, which showed there were systems to quickly address any issues. We also viewed a log, which highlighted when incidents had occurred. We saw these were varied and included when the community pharmacy had not sent the correct prescribed medicines to a person. This type of record helped the registered managers spot any trends or patterns that needed addressing.

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 registered managers worked well in partnership with a range of external professionals. Where people needed help liaising with professionals the registered managers stepped in to support people. The service used tools such as emergency information documents to support continuity of care.

People received joined up care through staff working in partnership with healthcare professionals. Information was summarised about people’s needs so that staff could give this document to any emergency services. Feedback from an external professional was very positive when they met with two staff members at a person’s home. They described how the staff were ‘fantastic’ and that they had ‘Never experienced care like I witnessed this morning, I only wish that every care agency we encountered had such a high calibre and quality of staff.'

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 and effective practice.

Staff were clear about how learning opportunities, lessons learned and expected standards were communicated and reinforced. Where learning applied across the service, this was shared with the whole staff team in a timely and consistent way, with clear expectations. One staff member told us, “If there is a whole staff learning opportunity, these are communicated to the whole team with reminders of expectation and standards. They are helpful prompts of how staff are expected to deliver client care.” This evidenced a no‑blame culture where reflection and improvement were valued and actively encouraged.

Registered managers were receptive, reflective and proactive in driving improvement. During the inspection, we saw where learning led directly to positive change. The registered managers acted quickly to review and adapt systems and documentation where improvements could benefit people using the service. Feedback from staff and people was sought, listened to and used to inform changes, demonstrating learning was not only identified but embedded into everyday practice.

The registered managers and staff focused on improving people’s overall wellbeing, independence and inclusion. The registered managers encouraged creative approaches to reduce social isolation and support people to build confidence, skills and meaningful connections within their communities. Staff supported people to leave their homes when they wished, gain independence at their own pace and feel reassured that support was available without being intrusive. This demonstrated an enabling, rights‑based approach that promoted equality of experience and outcomes.

The registered managers showed pride in the service and a sustained commitment to improvement. This was reflected in the positive feedback from people, relatives and staff, and in external recognition. The service was an active member of the Homecare Association, ensuring leaders remained informed, supported and engaged with best practice and sector learning.

Overall, the registered managers encouraged a strong learning culture and a positive responsiveness to feedback. We saw where the registered managers met with staff, heard their views and made changes to the running of the service. Staff felt they could develop skills and learn from the registered managers. There was time given to learn from events and share best practice across the whole staff team.