Eastbourne House

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 provider met people’s needs.At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of care.

This service scored 89 (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 making sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People’s care was shaped around what mattered most to them, and staff consistently adapted their approach to reflect individual needs, routines and aspirations. Care plans were detailed, regularly reviewed and clearly guided day‑to‑day practice, ensuring support responded to people’s changing needs and wishes. One person was supported to visit a loved one living in another care home using the home’s minibus, as they were unable to do this independently. This support helped maintain important relationships and emotional wellbeing. A healthcare professional told us, “This is a wonderful care home. It stands out from others.”

Staff demonstrated a strong understanding of people as individuals, including their interests, life history and what brought them comfort and meaning. This enabled staff to create personalised opportunities that recognised people’s strengths and supported confidence, purpose and choice. For example, staff supported people to share monthly personal wishes and interests, which were then used to shape activities and experiences that reflected what mattered to them, such as animals, hobbies or past roles in life.

People were actively involved in how care was delivered and were encouraged to influence everyday decisions. Where people’s needs or confidence changed, staff adjusted their approach quickly and sensitively. In one example, staff recognised how meaningful physical activity and practical involvement were for a person with a strong work background. They were supported to take part in activities that reflected their skills and interests, which had a positive impact on their confidence, communication and sense of purpose.

Staff also thought creatively about emotional connection and comfort. One relative described how a visiting dog was gently supported around the service, allowing people to spend time with it in a calm and meaningful way. They told us, “The staff are always thinking out of the box to enrich people’s lives.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Staff used clear systems to share information, including structured handovers and regularly updated care records, which ensured changes in health or wellbeing were communicated promptly. External professionals reported that the service coordinated effectively when arranging reviews, follow‑up appointments and specialist input, helping to avoid delays or duplication of work. People’s daily support was adapted sensitively when needs fluctuated, and staffing arrangements were monitored to ensure the right levels of support were maintained.

The provider was exceptional at developing appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Communication was inclusive and adaptive. A daily newsletter was printed and delivered to each person by ‘resident’ befrienders, ensuring everyone received the same information and had the opportunity to discuss activities and any changes within the home. The newsletter used clear language, visual cues and familiar formats to support understanding and encourage engagement.

People had continuous access to clear, up‑to‑date information about daily routines, activities, and life in the service, which supported informed choice and involvement. Information was shared in ways that reflected how people best understood it, using written materials, visual prompts and regular conversations with staff. This ensured people knew what was happening each day and could decide how and when they wished to take part.

Information sharing was not one‑way. Staff actively encouraged feedback and made it visible. For example, people’s views were captured and displayed on feedback boards, showing what people had said and what actions had been taken. This helped people see that their opinions mattered and led directly to changes in activities, food choices and shared experiences.

Staff regularly checked people’s understanding and adjusted how information was shared. They took time to talk through plans, reassure people, and repeat or explain information differently where needed. This helped people feel confident in making decisions about their day, their wellbeing activities and how they stayed involved in life at the home.

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result.

There was a consistent and proactive approach to listening to people and ensuring their voices shaped care, daily life and improvements within the service. People were supported to share their views using a wide range of meaningful and accessible methods, including resident committee meetings, resident befrienders, feedback sessions and visible ‘we want your feedback’ boards. These approaches ensured people could contribute in ways that suited their confidence, preferences and communication abilities.

People were listened to not only through formal meetings, but also through everyday conversations and shared experiences. For example, regular ‘lunch with the manager’ sessions gave people protected, relaxed time to talk openly about what mattered to them. These conversations helped build trust and ensured people felt heard, respected and comfortable raising ideas or concerns. One relative told us, “I feel I can say anything and know it would be acted on. The manager would go out of her way to put things right if there was anything wrong.”

Staff ensured feedback led to visible and timely changes. One person shared that they were no longer enjoying an activity as much as before. Staff listened and responded by adapting how the activity was run, reintroducing elements that mattered most to the person. This resulted in increased enjoyment, confidence and meaningful re‑engagement. Staff clearly recorded and shared these outcomes so people could see how their feedback had influenced decisions.

People were also actively involved in contributing to the life of the home. Some took on valued roles, such as supporting others as ‘resident ‘befrienders, helping share information and offering companionship. This helped people feel purposeful and recognise that their views and contributions mattered. Feedback boards clearly showed what people had said and what actions had been taken, reinforcing a culture of working together.

Staff used both structured and informal methods to ensure everyone could contribute, regardless of communication need. They took time to observe, check understanding and follow up, making adjustments where required. As a result, people felt confident that their voices were heard and that their involvement directly shaped the service.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Systems were in place to ensure people with different levels of mobility, communication needs or health conditions received the right type of support without delay. Staff understood each person’s specific requirements and used this knowledge to ensure pathways to healthcare, activities and daily routines remained equitable. Information was shared consistently between teams, which helped staff plan ahead and avoid unnecessary waiting. Leaders monitored access across the service to ensure no individual or group experienced disadvantage.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People were supported in ways that ensured fairness, consistency and respect for individual needs. Staff recognised the diverse characteristics, backgrounds and abilities of people using the service and used this awareness to shape daily support. Care plans reflected specific considerations such as communication needs, mobility levels, cultural practices and health conditions, ensuring everyone received care suited to their circumstances.

Staff monitored people’s participation in activities, access to healthcare and involvement in day‑to‑day decisions to ensure no one was disadvantaged. Leaders reviewed patterns in outcomes and made changes when they identified areas where people might benefit from additional support. These inclusive practices helped sustain equitable experiences across the service.

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life.

Staff approached planning for the future with exceptional sensitivity, compassion and respect, ensuring conversations happened at the right time and pace for each person and those important to them. People and families were supported to have open, honest discussions about future wishes, including end‑of‑life care, in ways that preserved dignity and reduced anxiety.

End‑of‑life care plans were proactively discussed, regularly reviewed and sensitively adapted as needs changed, clearly reflecting people’s wishes, values and cultural or emotional preferences, and guiding compassionate, coordinated care so people and those important to them felt informed, supported and in control. One relative told us, “They spent time making sure everything was in place. They realised how important this was and wanted to know what mattered to (person) and the family.”

Staff went above and beyond to ensure people were not alone and felt cared for at the end of their lives. In one example, staff rearranged a person’s bedroom so their partner could stay with them comfortably, removing barriers and stress for the family at a critical time. A healthcare professional said, “They facilitate end‑of‑life care extremely well. The manager sorted it all with little fuss and the family were enormously grateful.” Families were offered additional comforts, including toiletries and practical support during this time, helping them feel reassured and supported.

This compassionate approach extended beyond end‑of‑life planning and into emotional and future‑focused wellbeing. When staff recognised that a person was struggling following a bereavement, they worked closely with them to understand what would help restore purpose and meaning. Drawing on the person’s interests and wishes, staff supported attendance at a community fundraising event held in their loved one’s memory. This had a significant positive impact on emotional wellbeing, social connection and sense of purpose, demonstrating that planning for the future included helping people live meaningfully as well as preparing for end‑of‑life.

Staff also demonstrated remarkable commitment, with some choosing to come in on their days off to sit with people who were nearing the end of their lives when families could not be present. One relative told us, “It made such a massive difference,” highlighting the genuine compassion and kindness that underpinned future planning and care delivery.