Eastside Gardens

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.This is the first assessment for this service under the new provider. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 83 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

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

Assessments were undertaken before people arrived at the home to ensure all needs could be met. Electronic care planning was robust and person-centred. Records were updated when people’s needs or preferences changed. Staff demonstrated a good understanding of people’s assessed needs and spoke positively of the communication methods within the home, particularly highlighting the support and communication with the registered and deputy managers.

Healthcare professionals told us that peoples wellbeing was very good with the staff team knowing the people they supported and cared for very well. They also felt that communication was effective due to a close working relationship within the whole team and not just the care staff.

Staff 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.

Care records were person-centred and detailed. Family and health and social care professionals shared information that aided in the development of the plans when people were unable to share information themselves. Records showed people were being cared for in line with their assessed needs.

Staff told us that there was ‘plenty’ of family involvement and as a service this was encouraged.

A relative told us,” They do tell you if there’s any medicines changes so never have to contact the doctor for information,” and, “Mam has regular reviews with the doctor which they always feed back to us on.” Another said, “They ring us straight away if there’s a problem and they always get the doctor quickly”

The catering team was very well established, and we met with 2 of the regular cooks who were extremely enthusiastic about the new provider’s generosity and support. The described how the doubling of the food budget allowed for an expansive, quality menu where individual preferences and treats could always be accommodated. One told us, “It’s a fantastic company to work for and we want for nothing. The change in how we can work now is unbelievable”.

Only 4 people were clinically underweight, and the cooks knew about their specific needs and how best to cater for people who were frail and those living with dementia. We saw evidence of regular and positive ‘dining’ audits completed by a registered nurse and overseen by the nominated individual.

The staff always worked well across teams and services to support people. They shared thorough assessments of people’s needs when they moved between different services, so people only needed to tell their story once.

Staff regularly reviewed people’s needs and kept their information up to date. Hospital passports, EHCP and DNACPR documents were in place and up to date.

The registered manager and deputy formed an extremely effective working relationship and together had fostered a strong team ethos and supportive culture within the home. They were visible, involved and present. We observed staff working well as a team, particularly during mealtimes and during activities arranged by the activity coordinators.

The provider had introduced an additional senior leadership role that provided extra support, guidance and expertise to the home’s management and staff teams. Having this supernumerary role strengthened clinical governance through regular oversight, supported the management team, and provided ongoing education and guidance for clinical staff. The role also helped to support audit activity within clinical, housekeeping and maintenance, contributing to improved oversight across the service.

Flash meetings were a daily feature where all heads of department came together to share relevant information, review new admissions or anyone whose condition had changed. Relevant staff updates were also covered. We saw relevant notes of what was covered and agreed each day.

One visiting healthcare professional told us, “The staff at the home are our eyes and ears and we rely on them to let us know if ‘she’ needs anything and this visit assured me that they are doing a fabulous job and we have no concerns.”

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

People accessed healthcare services in ways that suited their individual needs. Some attended appointments at GP surgeries and dental practices, while for others, healthcare professionals visited the home. This flexible approach ensured that people received timely and appropriate care. There were close links with the local GP practice and regular visits from surgery staff were arranged. Staff knew they could (and did) contact the surgery for appointments or guidance on how best to support people as and when required.

People told us they were supported to access routine health services to enhance their health and were supported and encouraged to maintain mobility and join in with exercise activities.

Feedback from a person included, “The desserts provided are very good and the diabetic portions do help me. I am usually offered a diabetic choice, which does help … and does not make me feel as guilty when eating fruit.”

The staff team 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.

Care records were reviewed regularly and amended appropriately. Individual care plans were person centred and documented clearly which enabled staff to provide the right care to people. Where necessary, specific medicines and procedures were in place for staff to support and administer to ensure people received the correct and appropriate care. For example, there was information about a person’s symptoms from constipation. The care plan described what they were prescribed and why. It also stated when and how staff should administer the medicines and in which order.

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

People were supported to have choice and control over their lives. Staff supported them in the least restrictive way possible and in their best interests. Staff demonstrated an understanding of the principles of the Mental Capacity Act 2005 (MCA). The MCA provides a legal framework for making specific decisions on behalf of people who may lack the mental capacity to do so for themselves. Policies were in line with the principles of the MCA.

Appropriate best interest decisions had been taken where people were unable to make decisions for themselves. DoLS applications had been submitted to the local authority for authorisation, in line with legal requirements.