Eastside Gardens

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. This is the first assessment for this service under the new provider. This key question has been rated 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 100 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The staff team was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

We witnessed multiple examples of staff compassion and competency. For example, we saw a staff member communicating with a person in a way that displayed genuine understanding and knowledge about them. When asked, the staff member, explained this communication style was important to the person and allowed them to communicate their needs and wishes. We observed happy and fun interactions between staff and people especially during group activities. For example, a variety of group activities, such as bingo, horse-racing on TV and singing, were already timetabled to take place when we were on-site. The lively participation and genuine happiness radiating from the rooms, where these sessions were held, created a truly uplifting and heart-warming atmosphere. It was inspiring to see how these activities brought people together, fostering a strong sense of community and joy.

One relative told us, “Here, there is attention to [relative’s] health and general well-being. They ring you up, it can be anyone on the team. They rang twice last weekend, as [relative] was unwell. They are outstanding.” Other feedback from relatives included, “The domestic staff are lovely, the kitchen staff sieve the soup because that’s how Mam likes it.”

A healthcare professional, following a visit to the home and witnessing interactions between staff and the person they were visiting, told us, “We passed a couple of members of staff and she gave them a hug, which seemed like something she does often. It demonstrated to me that the staff know her extremely well”, and “I witnessed the genuine connection and warmth of the staff towards the resident, which was lovely.” Another professional said, “Some of the carers have been at the home for 20 years or more. I witness they are a close team who look after each other and love working in Eastside Gardens. They take pride in their work and show compassion and empathy for the residents.”

The staff team treated people as individuals and were exceptional in how they made sure people’s care, support and treatment met their needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff demonstrated an excellent understanding of each person’s preferences, presentation, and communication styles. This insight enabled them to provide meaningful activity or consider wishes and ambitions that contributed significantly to individual comfort and safety. For example, a lady who had recently moved into the home spoke about her time serving in World War II. She had only just told her family and the staff about this. For her birthday, the staff invited the RAF and local veterans to celebrate with her, and plans were underway for her to take part in upcoming Remembrance Day events. The activity coordinators helped arrange for a national news team to visit and tell her story. We spoke with the lady who talked fondly of her celebrations and what everyone had done.

We met with the daughter of someone who had only recently been admitted. She described how private her parent was and how she had feared they would struggle to fit in. This relative had been delighted and very surprised when her parent struck up an extremely comfortable and rewarding one to one relationship with a young male carer from a different ethnic background. Without prompting, other staff wanted to share with us how exceptional this care worker was and how much his communication skills were valued by his colleagues.

As we left one evening we met a lady who wanted to show us her new fluffy pyjamas. She was very excited about the knitting projects which she was heavily involved in and was on her way to check the wool stocks. She was one of many people who we found had a purpose in pursuing meaningful choices and interests. Staff knew who people were, not just about what care they needed and this person centred care was embedded through everyday interactions, not simply special, ‘one off’ initiatives.

The registered manager had initiated links with a local church who visited weekly, allowing residents, who wanted, to practice their faith.

The activity team robustly documented the events celebrated within the service and had pictures of these events and decorations. This included individual birthday celebrations, celebrating Christmas, Valentines Day, Ramadan, ‘Elvis’ nights, and many more. A local business worked in collaboration with the staff team at the home. Over the past 4 years the business had implemented a community incentive whereby they delivered Christmas gifts, donated by members of the local community to everyone living at the home. Donated gifts were deposited at a collection point within the shop. The business owner then labelled the gifts and delivered them in time for Christmas.

The registered manager had recently organised an auction, which was held at the home. This had been a huge success with a great turnout from people living at the home and families. The registered manager undertook the role of auctioneer and the significant amount of money raised had gone to the ‘Resident’s Fund’.

The management team was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Processes were in place for staff to ensure people could make choices when possible. Staff included family members in decision making where people could not do so themselves. Care planning specified details that promoted people’s independence and choice.

The management had implemented an enthusiastic and passionate activities team that organised a variety of events. Every day, newspapers were provided in shared spaces so everyone could read them. Regular activities included quizzes, horse racing games with simple betting slips, bingo, baking, singing, and a busy bar area in the lounge where people could spend time with family and friends. In the warmer months social events were held in the communal garden space and celebrations took place for each person’s birthday and at other significant times in the year. The staff had arranged for the Salvation Army band to visit over Christmas.

One person who lived at the home had been given the opportunity to become an ‘activity buddy’. They had their own uniform and worked alongside the activity coordinators twice a week. They encouraged others to engage in events and told people what was happening and when. They made sure they were involved in our inspection and provided us with regular updates on what events were taking place. When asked, they had fed back to staff and told us, “I like my activity job because it gives me something to do! I like to help you and it stops me getting bored!” The ‘activity buddy’ supported the registered manager with providing fresh water daily for resident dog Teddy. Teddy, a Pomeranian puppy, was hugely popular and equally enjoyed his ‘meet and greets’ on his accompanied walk around the different units.

One relative told us, “They had a silent disco and Scottish dancers, downstairs. The activities lady plays music; a singer comes in even on Sundays.”

The registered manager gave a very moving account of the ‘Silent Disco’ where people living at the service, relatives, visitors and staff all wore headsets wherever they were in the building. She told us, “As the disco started the home fell silent. Then, bit by bit I could hear singing and lots of laughter and when I came out my office, people were dancing in the corridors. No music – just a lot of fun!”

A visiting healthcare professional we spoke to said, “The work of the activities coordinators is paramount - they are responsive to the individual residents likes and dislikes. One example was enabling a non-verbal person who was a chef in the past to prepare a meal; they really came to life when preparing the vegetables!”

The staff team was exceptional in how they 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.

Effective systems were in place to continually monitor and assess people’s current needs. Leaders were able to clearly demonstrate how assessments were completed with people and relatives and how transitions to new areas of the home, if required, were supported by staff and benefitted the person’s needs.

During our visits we observed how people had easy, consistent access to call bells, which were promptly answered. Where people made verbal requests for support, staff quickly responded. Staff on all units showed exceptional understanding of people’s different levels of needs, including nursing, and were able to describe how they supported people safely and responded using appropriate or preferred communication approaches. For example, staff quickly recognised when a new resident was distressed and worked closely with her GP and mental health services to provide the appropriate support and treatment. They spent time with her, focusing on listening to her experiences and they arranged enjoyable activities. One activity was a visit to the in-house bar because she told them she missed visiting the pub. Such activities and engagement brightened her mood and helped her feel more comfortable and valued.

We heard warm and caring exchanges with staff behind closed doors when people were being bathed or getting up. Laughter and fun were always evident as was friendship and intimacy.

Consistent and robust staffing resource allowed for compassionate responses to peoples’ needs, concerns or distress. People’s comments included, “They [staff] come in and have chats as they bring you your meals” and “They listen to you, they take time out for you …anything you need, if they don’t have it they will get it for you.” Feedback from relatives included, “Thank you so much for what you did for my [relative] every day, all day... You made her as comfortable as possible and for that I am eternally grateful.” Another family member had completed a compliment form that read, “You all work so hard to care for the people in this home and it shows every day. I feel like you are all our extended family and I wish I could give you a medal as you all deserve one.”

The management team and activity organisers worked together with local veterans who are part of the ‘Veteran Friendly Framework (VFF)’. This framework is designed for care homes for older people and helps staff give the right support to thousands of veterans living in care homes in England. The staff had started planning future afternoon teas, to be held at the home, with the visiting veterans.

The nominated individual described how they worked with the Alzheimer’s Society. Staff from the wider company went on training to learn about recognising signs of distress and how people react when they are upset. These trained staff then came to the home and taught the rest of the team. This meant that staff were well prepared to help people straight away and could act quickly to ease any worry, discomfort or distress.

Leaders always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. For example, A ‘Good Team Player’ supervision process had recently been implemented, and we were told that, to date, 2 staff members had achieved this recognition. A strong example of the positive environment created by management who wanted to recognise staff who made an extra effort for their colleagues and the people they supported. The staff’s happiness and sense of being valued empowered them to deliver exceptional care to people living at the home.

The provider had implemented a wellbeing champion whom all staff were aware of. They had implemented ‘staff drop in’s’ for both day and night staff. At these sessions management were available to discuss any concerns that could be raised. Other incentives available to staff included, ‘staff personal care bundles’. We saw in communal areas, a basket for staff, participating in Ramadan. A sign attached advised ‘to please help yourself during the window when you can eat!’

The ground floor staff room and dedicated areas were spacious, bright and airy. Communications and relevant training updates were posted on the walls in bright, easily accessible formats.

A staff member told us, “I am very happy in my role and the hours. Training is provided and management go the extra mile to facilitate what is requested by the nurses to improve their practice.” Another staff member had taken the time to complete a compliment form, that read, ”Thank you for your continuous support. Your thoughtful gesture reflects your generosity but also the positive impact you had on my professional growth during our time together. Thank you.”

Feedback received from the ‘entire Muslim staff’ included, “We sincerely express our gratitude and appreciations for the provision for us during this holy month. We value the company’s generosity, kindness of the management, and the affection by the whole Eastside Garden community. This gesture means a lot.”

It was notable how many of the staff, including the registered manager, travelled considerable distances to be able to work at the home. The provider recognised this staff commitment with a flexible approach to start and end of shift times.