Eothen Residential Homes - Whitley Bay

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the service met people’s needs. At the last inspection we rated this key question good. At this inspection the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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.

Staff made sure people were at the centre of their care and treatment choices. However some relatives did highlight on times variances in how people were supported. A relative said, “[Person’s name] cannot see a person who enters her room so they need staff to introduce themselves. Sometimes staff forget and this can be frustrating for [person’s name]. Several people who visit have witnessed this issue and I think the home may underestimate its importance.” Care plans did not always demonstrate the person-centred care being delivered. Some entries were contradictory and some entries lacked person-centred content. For example, in 1 person’s daily records did not show staff had been encouraging them to eat and drink, or whether this was being raised as a concern with the GP. When explored it was evident the person had been eating and drinking but this was not being recorded. Other entries were task focused and missed opportunity to highlight positive outcomes for people. Visiting professionals told us staff were knowledgeable about people living at the home, and people described staff as kind, respectful and attentive to their individual needs. A staff member said, “The staff work well and face the challenges with great professionalism and excellence in caring for our residents.”

Staff planned and organised care and support with people, relatives and partner organisations in ways that promoted continuity of care. People's needs were assessed before admission and reviewed when circumstances changed. Staff worked closely with healthcare professionals, including GPs, district nurses and specialist services, to ensure changes in people's health were addressed promptly. Information was shared appropriately with other professionals and during transitions, helping to ensure people received coordinated and continuous care. People and relatives told us they felt reassured by the support they received, particularly when moving into the home or following changes in their health.

People received information in ways that helped them understand their care and support and make informed decisions. Staff discussed care and treatment with people and those important to them and ensured people had opportunities to understand their options. The service supported people with sensory impairments by using visual prompts, communication aids and technology. On the whole people found staff explained information clearly and involved them in discussions about their care.

The management team made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff actively encouraged and empowered people to share their views and be involved in shaping their care and the wider service. People, relatives and staff consistently told us leaders were approachable, listened to feedback and responded to concerns. The registered manager made it easy for people to raise suggestions, complaints or ideas and people felt confident action would be taken. Residents were also encouraged to take part in research projects, share their experiences and contribute to service development and innovation. Relatives described strong relationships with staff and said they were kept informed and involved in decisions affecting their family members. This demonstrated a culture where people's views were actively sought, valued and used to influence practice

The service made sure that people could access the care, support and treatment they needed when they needed it. The management team understood the diverse needs of people and aimed to provide care, which is joined-up, flexible and supports choice and continuity. Staff understood the diverse needs of the people and care was tailored to individuals with complex and diverse needs. They ensured people could access the same opportunities as others. For example, people were supported to engage in a range of community activities and to develop social connections.

People experienced equitable outcomes because staff recognised and responded to their individual needs, preferences and circumstances. Staff followed current best practice guidance and used learning from research and innovation to improve people's experiences. The service adapted support for people with visual impairments and encouraged people to remain active within their local community. Staff supported people to maintain relationships, take part in meaningful activities and access healthcare support when needed.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including planning for the future. Planning was proactive and holistic. Staff anticipated changes in people’s needs and responded early to ensure care remained appropriate and effective. Care planning included regular reviews and involvement of people, relatives and professionals. Staff demonstrated a forward‑thinking approach, supporting people to achieve goals and experience new opportunities. They described how they anticipated changes in health and worked with external services to plan appropriate support.