Eden Mansions Nursing Home

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 remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 70 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Overall, people and their relatives were very positive about the way staff treated them. One person told us, “The staff are brilliant, and they know what they are doing. The staff are very friendly, kind and patient.”

Throughout the assessment, we observed caring and meaningful interactions between staff, people and visitors. The atmosphere was relaxed and calm, and staff treated people with respect. However, in a couple of instances, staff could have been more observant to ensure a person’s dignity was fully maintained. When we highlighted this, staff addressed it immediately.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People’s bedrooms were personalised and looked comfortable. People’s names were displayed on their doors, along with pictures of items which were important or represented them. People’s histories, likes and preferences were included in their care plans. People and staff were matched as buddies, and staff were asked to ensure they provided meaningful activity each day. A relative commented, “The staff encourage him to get involved in the activities.”

The provider had a ‘Dream Maker’ initiative, where staff supported people to make one of their ‘dreams’ come true. Staff had compiled a folder with examples of these activities, such as purchasing a much-loved book for a person to enjoy.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and well-being.

Where possible, staff supported people with independence and care plans included information to guide staff about this. People told us, “The staff are lovely, I wash and dress myself. I don’t feel rushed,” and “I dress myself, but carers are with me.” Staff supported people to make choices about their care. Comments included, “If I don’t want to do anything, they leave and come back later.”

A team of well-being coordinators produced an activity programme including coffee mornings, karaoke sessions and outings. Therapy sessions related to scents and smells were provided, to prompt memories for people. Care plans contained information about people’s health and support needs, however, these were not as comprehensive in relation to their social or well-being needs. The registered manager told us they were working with the well-being team to ensure people’s histories; social and leisure plans were recorded in a timely way for people after they moved in. They were also focused on strengthening community partnerships.

We saw various visitors during our assessment, and relatives told us they were welcomed to visit without restriction.

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 were visible throughout our time at the service. We saw them responding to people’s needs and reassuring them as needed. A relative said, “Yes, there are enough staff. If the alarm is raised 2 staff come immediately.” Staff were always available in the communal lounges to offer support if required.

Managers undertook regular checks to ensure staff responded to call bells in a timely manner. Staff were available and we saw them sitting with people and chatting with them. A staff member told us, “It’s a priority to make sure [people] are taken care of and comfortable.”

The provider cared about and promoted the well-being of their staff and supported and enabled staff to always deliver person-centred care.

Staff told us they felt supported by managers and there was evidence of good teamwork. The provider had several initiatives available to support staff well-being, including an employee recognition scheme. The provider was consulting with staff to see how this could be further improved. They had systems in place to identify where staff may have specific health or wellbeing needs. Staff gave us examples where managers had been flexible and made adjustments in response to their needs.