Everycare (Isle of Wight)

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 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 this key question has been rated 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 71 (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 had a clear aim of providing a person-centred service which promoted people’s rights and independence. The registered manager said these goals were shared with staff during induction and monitored during field supervisions.

The provider and registered manager understood the needs of their local communities and were developing the service to meet an identified need for more care and support for people living with a mental health need. The registered manager told us they had recruited staff with a background in mental health. This was confirmed by a staff member we spoke with who said, “I have had a lot of experience with this.” An external professional said, “They are very good at managing the service users who have mental health issues, this seems to be one of their specialities.”

The provider had inclusive leaders 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 always did so with integrity, openness and honesty.

The registered manager was supported by the provider who was regularly at the service and by a small office-based staff team. Each had a distinctive role within the organisation and understood their individual responsibilities. Discussions showed they knew service users and staff individually. Care staff felt leaders had the right knowledge and experience and supported them appropriately.

Staff were all very positive about working for Everycare and the registered manager who they described as approachable and responsive. Comments included, “The company cares and you can take longer with clients. I think they are a very good agency and it has improved over the years.” And “Any problems with work or anything, I can contact the office and know they will listen and help me.” Care staff told us they would be happy for a family member to receive care from Everycare and would all recommend it as a place to work.

We received very positive feedback from all external professionals about the registered manager and contact with them. They consistently commented on the excellent communication they had with the registered manager and their trust in the service to support people. For example, we were told “I think [registered manager] is quite clearly passionate about her role and delivering the best service possible to their service users.” And also, “I feel that they are excellent at communicating and keeping me updated about the service user we subcontract to them. I have no concerns at all, I am happy to put my trust in them for them to provide care to the packages of care that we have commissioned to them.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a whistle blowing policy in place and most staff were aware of these procedures. The service had created an environment where staff were able to speak up and raise concerns when needed, the registered manager told us they would encourage staff to raise concerns. Staff said they felt able to raise anything with the management team and felt they would be listened to.

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. Staff told us they were treated in an inclusive way. The management team told us they valued diversity in their workforce and recruited staff based on attitude and skills. Staff did not raise any equality concerns.

The provider had clear responsibilities, roles, systems of accountability and good governance. They generally 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.

Providers are required to notify the Care Quality Commission (CQC) of specific events which occur. Although appropriate action had been taken and information shared with the local authority, we had not been formally notified as required about some safeguarding concerns. The registered manager undertook to provide the missing notifications and put processes in place to ensure these were submitted in the future. With the exception of 1 person, full records of care had been maintained. This person had stated that they did not want records of their care to be made. The registered manager subsequently agreed records of care would be maintained for this person.

Audits of various aspects of the service had been undertaken and a service development plan was in place to identify, promote and monitor that any necessary improvements were being made. Policies and procedures reviewed reflected current best practice.

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. There were systems in place to ensure the provider worked in partnership with other agencies, staff and people. The management team expressed an open positive attitude to receiving support and understood how and where they could access support. External professionals were very positive about the service and management team. The service supported the local hospice and had raised money to buy some equipment for the hospice home care team.

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. There were processes for seeking and reviewing feedback from people, family members and staff, accidents and incidents and complaints to ensure learning was implemented leading to overall service improvement. An external professional told us they were confident the service would always be looking for ways to improve. They said, “Unfortunately, they had to decline a package of care due to not having suitable staff, but I wouldn’t be surprised if Everycare now take this and build on that gap within their own staffing team to be able to accept a future referral of a similar nature.”