Eastside Gardens

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.This is the first assessment for this service under the new provider. This key question has been rated 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 93 (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 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.

Because managers always made sure there were enough well-trained staff on every shift, staff had enough time to help people and meet their needs. By having enough staff on every unit care and safety was maintained at a high standard.

Staff had considered a person’s wellbeing by fitting a bird feeder directly outside their window so they could see the birds (they used to love to feed the birds). Another person, who had been a keen gardener with their own allotment, was able to have their ‘beloved’ tomato plants indoors. We were told that everyone helped to look after the plants.

One relative told us, “I’m always involved. I get a text to say they are having a meeting; I’m always invited.” Another said, “I helped to develop his care plan and am kept in the loop with his care and any changes or updates about [relative’s name] … any issues are dealt with accordingly” and “the carers attitude and approaches are positive and great, that is key.”

The management had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The provider made sure that people always got care from staff they already knew. Strong, therapeutic and trusting relationships had been built between the team and people. Staff worked closely with external healthcare professionals. Effective communication and clear processes ensured that people received outstanding care and person-centred support. For example, the management team told us about someone who, because of their medical condition, could not walk safely, which had led to falls and serious injuries. Staff had worked closely with external specialist healthcare professionals to keep the person safe and had secured additional care hours after raising ongoing concerns about safety. This had included securing extra funding for one-to-one support. The introduction of a tailored care plan had a remarkable impact on this person’s quality of life, not only meeting their heightened safety needs but also empowering them to enjoy greater independence. Thanks to the specialised support and strong, therapeutic bonds with both staff and fellow residents, they were able to engage fully with the community whenever they wished, finding reassurance and happiness in these relationships. As a result, they now enjoyed a fulfilling and injury-free life at the home.

We observed warm and compassionate rapports between staff and people living in the home.

One visiting healthcare professional told us, “The staff are very friendly, helpful and caring when reviewing our patients. Whenever staff have any concerns regarding a person’s food intake or weight, they promptly refer them to our service. I have no concerns with the staff and knowledge they have around caring for people living in the home. If they do not know something they are quick to telephone or email me.”

The staff team supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Care records were accurate, up to date and included information that was appropriate to individual communication needs. Specific communication care plans had been completed in collaboration with people. Information included the identified need, the desired outcome and how that could be achieved. For example, 1 person wore a cochlea implant due to impaired hearing and communicated via lip reading. Staff knew to communicate clearly in short sentences for [person’s name]. Staff ensured [person] had paper and a pen close by to express their needs in writing when staff wore a face mask (when required). There was signage in place to help people navigate around the service. There were also displays that showed information in a variety of different ways.

One person told us, “They read the care plan to me. There are big words I forget but they explain it all to me.”

Leaders were 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.

People were encouraged to maintain relationships with family even when they lived further away by using online facilities. There was also the use of a phone in the home for residents to keep in touch with their family and friends.

When changes happened, staff made sure people were part of the decisions about their care and explained what was different afterwards. Being open and respectful helped people feel in control and independent, which made them feel happier. Relatives said, “There are no complaints (about management) and if you mention anything to them they sort it out”. This demonstrated that the service benefited from a very capable leadership team with an extremely positive outlook, both of which were essential for the well-being of people in receipt of the care.

The registered manager shared an example of how staff had worked closely with someone who was very frail when admitted to the home. They had listened to the person’s wishes and explained their care and treatment. The person described how the team had worked patiently with them whilst encouraging them to regain their independence. As a result, they had successfully gained weight and no longer required prompts to eat and drink. Their proudest moment was when they no longer required the use of their walking aid and had reached their goal of independent walking. They said, “I am a [person] who has regained their strength, mobility and connection to the people I love.”

The provider regularly reviewed and updated their service improvement plans which demonstrated how they steered improvements. This ensured the service remained responsive, person-centred and forward thinking. When complaints were received the provider had a fair and robust process to investigate impartially, provide clear outcomes and detailed actions of any change in approach. There was a strong sense of responsibility, where everyone was incredibly keen to keep learning and improving.

The management team had recently started using a simple ‘Activity Feedback Questionnaire’ to find out if people enjoyed the activities provided. People were able to give helpful comments about each day’s activity and write down anything else they wanted to share.

The provider was exceptional at ensuring people could access the care, support and treatment they needed when they needed it.

Staff fully understood the importance of ensuring people had access to the right health and social care services and helped them to do this through collaboratively well planned and documented care.

The premises were accessible for people of all abilities and needs. For example, appropriate signage was in place for those people living with dementia, mobility aids were in place and were personalised to meet the needs of the person. People from all units could access the outside space and were regularly invited to do so. There were views over the garden areas for those who could not or chose not to access it.

The bar area allowed people to sit with families, friends and other residents where they could enjoy a social experience similar to living at home. This area was also used for a (recently introduced) ‘Men’s Group’. This offered the space for men living at the home and male staff members to meet up weekly, play games, have a ‘beer’ and discuss topics that were pertinent to them. It also facilitated the ‘horse-racing’ group who gathered to watch the racing on the TV whilst using ‘in-house’ betting slips This gesture promoted as authentic experience as possible. We observed one such meeting and the engagement and joy permeating from the room was a pleasure to witness.

There was a robust on-call process in place and staff knew who to contact for support outside normal hours. They understood what to do in an emergency and spoke positively about how quickly the leadership team responded when they contacted them.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this.

The home had an incredibly welcoming and open atmosphere that extended to all staff members. Everyone worked exceptionally hard to make sure people living in the home felt included and had a great experience. We found plenty of staff with very good skills mix on each unit, with staff trained specifically in areas of care to meet people’s assessed needs. Food was prepared and offered that took account for people’s different cultural and ethical needs or wishes.

Care plans showed how the provider had considered people’s protected characteristics and made reasonable adjustments to support their equity in experience. Extra lighting has been put in people’s bedrooms who had sight issues or furniture positioned to aid with mobility issues. Every room was made special for each person, whether it was brightly decorated or kept simple, showing that everyone’s preferences were valued.

There was a hairdressing salon on site, where the hairdresser was available twice weekly. Anyone at the home could make an appointment. There was also a visiting podiatrist. In a lounge on 1 of the unit’s ‘twiddle boards and textured boards’ (therapeutic sensory boards) were located for people to explore and use.

Feedback from relatives included, “We’ve been asked for her preferences and we’ve said female nurses, she always has two carers... do her nails and they massage her feet. The chiropodist does her toenails.”

The registered manager shared with us an example of how the staff team had creatively supported a person with weight loss. The person, who had expressed a wish to lose weight, had a beloved soft bear, ‘Cooper’ whom they loved to push around the home in their chair. Together with the staff, they agreed to start a walking chart. Every time the person and their bear walked the length of the corridor they received a star. At the end of the week, if weight had been lost, a certificate was presented to Cooper and his owner.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Staff received suitable training and guidance for when this should be needed. Staff knew people very well and treated them with dignity and respect so important life changes were discussed and documented appropriately in care plans. Where appropriate, family members or advocates were involved in such decisions or arrangements if a person was not able to make those decisions or where situations had changed.

An example of a care plan we looked at, said, “’spiritual and emotional needs will continue to be supported throughout, maintaining [person] sense of identity and dignity.