Eastside House

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

The registered manager told us they assessed each person before they were accepted into the service to ensure they had the necessary skills and expertise to meet people’s individual needs.

Staff assessed and reviewed people’s health, care, wellbeing and communication needs, and care plans generally reflected how people preferred their support to be delivered. There were some gaps and inconsistencies in some documents which could make it more difficult for new or unfamiliar staff to interpret guidance accurately. This was identified and fed back to the registered manager as an area for improvement. A staff member we spoke to said care plans and risk assessments provide the needed information, though “risk assessments could be improved.”

However, staff and senior staff demonstrated a clear understanding of people’s risks and how to balance safety with positive risk taking, and they involved people, families and social workers in reviews.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Staff responded appropriately to changes in people’s needs. Staff updated moving and handling assessments when people’s mobility reduced, investigated falls, implemented actions, and reviewed outcomes.

The provider involved the mental health team when people needed specialist support. Staff also provided nutrition support, involved the dietician when needed, and reviewed nutritional supplements. Staff supported personalised activities and promoted people’s emotional wellbeing.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff we spoke to said the teamwork within the service was good. A staff member said, “We’ve all been here for years, so we know each other really well and get on together.”

The provider worked alongside their local authority who were present during our visit delivering a training session.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff were aware of people’s healthcare needs, such as diabetes. People were supported to see doctors or other health professionals when they needed to. A relative we spoke to confirmed this.

Staff engaged people in activities which involved physical movement in order to maintain people’s health. Staff gave people options regarding what to eat and drink according to their needs and preferences.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Staff regularly completed monitoring charts such as weight, fluids or repositioning where required. Staff regularly checked equipment such as special mattresses to protect people’s skin.

Staff regularly reviewed care and support plans, and key workers completed monthly summaries about the things people had done towards their positive goals and outcomes.

Staff monitored changes in people’s needs, including mobility, mental health and end‑of‑life care and adapted care based on this.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Many people lived with dementia, and the provider completed decision‑specific mental capacity assessments. Where deprivation of liberty safeguards [DoLS] were required, the provider requested and documented them and they were authorised. People gave consent to care, and relatives provided best‑interest consent when people were unable to do so, with documentation in place.

Staff understood the Mental Capacity Act (MCA), having completed mandatory training and additional one‑to‑one sessions delivered with the local authority. The registered manager and senior staff completed mental capacity assessments, ensuring consistency and oversight. The registered manager tracked outstanding MCA actions to ensure they were completed.

Staff could explain how they sought consent in daily care, when capacity assessments were required, and how best‑interest decisions were made and recorded. A staff member we spoke to said that before supporting someone, “We will ask their consent first. We need to make sure they are ok.”