Eastbury House

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 developed meaningful and trusting relationships with people and those important to them. Relatives repeatedly described staff as treating people like family and spoke about the emotional impact this had on both residents and their families. One relative said their family member viewed care staff as "friends and an extension of the family." Another told us, "We feel we have our mum back," explaining that staff support had enabled them to return to being their parent's child rather than their carer. Families described receiving emotional support as they adjusted to significant life changes and repeatedly referred to the kindness and compassion demonstrated by staff.

Feedback consistently demonstrated care extended beyond meeting physical needs. Staff understood what was important to people and took pride in supporting emotional wellbeing, relationships, confidence and happiness. Relatives described staff as kind, patient, thoughtful and respectful, while others told us they had never experienced anything negative and that residents were treated with genuine warmth, affection and dignity. Our observations reflected the feedback we received. Interactions between staff and people were warm, respectful and person-centred. Staff took time to engage with people, responded patiently, offered reassurance when required and supported people in a way which upheld their dignity and individuality. People appeared relaxed and comfortable in the presence of staff and conversations were natural, friendly and unhurried.

The caring culture was embedded throughout the home and led by example from the management team. Relatives repeatedly highlighted the compassion shown by staff and the difference this made to people's lives and wellbeing.
 

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, unique backgrounds and protected characteristics. People received highly personalised care that reflected who they were as individuals, what was important to them and how they wished to live their lives.

Staff invested time in getting to know people well and used this knowledge to provide meaningful and individualised support. Detailed life histories, preferences and aspirations were gathered before and after admission and regularly reviewed with people and their families. Relatives consistently told us staff understood people exceptionally well. One relative told us, "The staff know [loved one] so well. This is a great relief." Another said, "The staff are sensitive to my [loved one’s] needs," and described how staff took time to reassure their family member when they became upset and worried about how others perceived them.

Leaders and staff actively listened to people's ideas and aspirations and took action to help bring them to life. Staff described how supporting people to achieve their goals and maintain their identity was central to the culture of the home. One staff member explained, "We ensure that we gather enough information initially and constantly monitor for changes and discuss best practices." This commitment was demonstrated through exceptional examples of person-centred support. When in the past one person expressed a lifelong wish to travel to India to watch an important cricket match, the home worked closely with the individual and their family to make this happen. The home also had a dedicated sewing room used by a resident who enjoyed sewing. The resident made items for fellow residents and staff and created crafts to sell at community events supporting a dementia charity, enabling them to continue a valued hobby while contributing to their local community.

People were supported to maintain relationships, pursue meaningful interests and continue activities that reflected their identity, values and beliefs. Staff made considerable efforts to support people to remain connected to their communities and the people who mattered to them. One relative told us, "When we took [loved one] to the home, we expressed that their religion was very important to them and that they would like to attend church once a week... [loved one] has been taken every week and even gone for a coffee afterwards." Another relative told us, "The staff support [my loved one] to access healthcare appointments and take [them] when we are unable to," describing this as going above and beyond what they expected.

The culture of the service was centred on recognising each person's individuality and ensuring people could continue to live fulfilled and meaningful lives. Staff understood that personalised care extended beyond meeting health and care needs and included supporting people's hobbies, relationships, beliefs and ambitions. One staff member told us, "Residents are treated with dignity and respect, and staff take the time to get to know them as individuals." Another said, "I feel proud to work here because I know we make a positive difference to residents' lives." These examples demonstrated an embedded culture where people were genuinely known, valued and supported to achieve outcomes that mattered to them.

The provider was exceptional at supporting people to have independence, choice and control over their lives. The culture of the home reflected the provider's vision to meet the wishes and requests of residents, no matter how unusual or challenging, and to enable people to live their lives in the way they chose. Staff worked creatively and flexibly to ensure people remained in control of decisions affecting their care, support and daily lives.

Staff understood that independence looked different for each person and tailored support accordingly. Care was organised around people's preferences, abilities and aspirations rather than fixed routines, enabling people to make decisions about how they spent their time, maintained relationships and participated in activities that were important to them.
Staff went beyond expected practice to help people achieve outcomes that were meaningful to them. They worked collaboratively with people, families and the wider community to ensure people could remain active, connected and engaged in the things that mattered most to them. People were supported to participate in local clubs, community groups and events, helping them maintain friendships, pursue interests and remain involved in community life. Staff also encouraged people to take part in fundraising and charity initiatives, enabling them to contribute to causes they cared about and continue playing an active role in society. Activities were tailored around people's individual preferences, with staff supporting people to lead busy and fulfilling lives if they wished, while also respecting the preferences of those who enjoyed quieter pursuits. One person told us, "I feel very lucky and grateful to be here as on admission I was very unwell and was nursed back to health."

Staff demonstrated creativity and flexibility in enabling people to continue valued interests and maintain their independence. Support was adapted to reflect people's abilities, preferences and aspirations, ensuring they could remain involved in meaningful activities wherever possible. For example, environmental adaptations enabled people to continue hobbies they enjoyed independently, while adapted equipment helped others remain involved in everyday tasks and interests important to them. Feedback consistently highlighted the positive impact this approach had on people's wellbeing and quality of life. A regular visitor told us, "I have had the pleasure of visiting Eastbury House for years and I can honestly say I don't know anywhere else like it. The home-from-home feel is really special." They went on to describe how residents were encouraged to enjoy a variety of activities, make use of the beautiful garden, participate in community events and provide feedback about how the home was run, commenting that management were "really good at asking for resident feedback, listening and implementing any changes."

Relatives consistently described positive outcomes from this approach. One relative explained staff supported their family member to remain connected to friends and their faith community, while another told us their loved one was "now able to dress [themself] and is so much more independent." Other relatives described staff finding practical solutions to enable people to remain active, maintain community connections and continue participating in activities tailored to their individual interests and preferences.

The provider's commitment to promoting choice, control and independence helped people maintain confidence, identity and purpose. Staff recognised independence was not simply about completing tasks alone but about enabling people to retain control over their lives and continue doing the things that gave them meaning, enjoyment and a sense of belonging.

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.
Staff responded promptly to people's needs and were consistently visible and available throughout the home. People and their relatives told us staff were attentive and quick to provide support when required.

We observed staff responding without delay when people requested assistance. Staff recognised changes in people's wellbeing and responded with patience, kindness and reassurance. For example, when one person became confused and distressed, staff took time to listen, offer comfort and remain with them until they felt calm and settled.

Staff demonstrated a strong understanding of people's individual needs, preferences and communication styles. Interactions were warm, respectful and unhurried, with staff taking time to listen and engage with people in meaningful conversations. This ensured people felt heard, supported and valued as individuals.
 

The provider demonstrated a strong commitment to workforce wellbeing, recognising that supported and valued staff were better able to provide high-quality, person-centred care. Staff consistently described managers as approachable and responsive, with a culture that encouraged openness and constructive discussion. One staff member said, "I feel listened to and supported," while another told us, "I have always been supported very well." Staff felt confident seeking advice, raising concerns and contributing ideas to improve the service.

Regular supervision, appraisal and wellbeing conversations provided opportunities for staff to reflect on their practice, discuss development goals and identify any support they required. Managers took a proactive approach to understanding individual circumstances, considering health needs, personal commitments and work-life balance when planning support. Staff highlighted the flexibility shown by managers, with one member of staff stating, "Managers do what is possible to help and facilitate staff's home life situations with their working hours, being very flexible and understanding."

A range of wellbeing resources and support mechanisms were available, including access to mental health support and reasonable adjustments where required. This inclusive approach helped staff feel respected and enabled them to perform their roles effectively, contributing to a positive and stable working environment.

The provider also invested in staff development, encouraging individuals to undertake training, qualifications and other learning opportunities to build their skills and confidence. Staff were supported to develop professionally and progress within their roles, creating a motivated workforce that felt empowered to deliver compassionate, person-centred care. Collectively, these arrangements fostered a positive workplace culture where staff were supported to thrive and deliver consistently good outcomes for people.