Everycare Hastings

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. At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 75 (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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Prior to any package of care being started the registered manager undertakes a comprehensive assessment with the person, and family member as wanted. This takes account of personal preferences people’s health and well-fare needs. They took the time to have a deep understanding of people’s needs and expectations. People’s communication needs were considered and responded to. Discussion with relatives when appropriate ensured best communication was established and maintained. For example, some people preferred all communication by telephone rather than emails.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them.

Individual care plans were written with people to confirm the support and care people wanted and needed. The registered manager went through the individual care plans with each allocated staff member in the home. This ensured all staff working with people had a very good understanding of the care and support to be provided, and how. A relative told us, “A new carer was introduced and she came and shadowed with the manager to find out routine and how to do things and to meet my X.”

The registered manager matched staff with people carefully taking account of personalities and what mattered to people. For example, a person who had a live in carer was interested in sport. A care worker with the same interest provides care so they can spend time chatting and watching sport together.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The registered manager was proactive and contacted health and social care professionals when needed to promote people’s health and well-being. For example, they made a special effort to be in a person’s home when a professional was attending. In this way they were able to discuss and plan the best care and support that could be planned jointly. This had recently included planning skin care and moving people safely.

Care staff said they could access up to date information about people via an electronic app on their phones. If they needed further information, they were able to contact the registered manager or care co-ordinator for clarification.

People and their relatives told us they were contacted regularly and kept informed. A relative told us, “We recently increased the support hours when they were discharged from hospital, this was all communicated and worked very well.” Another said, “I have direct contact with all the staff, and they keep me informed of appointments and other relevant information regarding X care, health and their wellbeing.”

The provider supported people to manage their health and well-being to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

The care plans clearly recorded how people’s needs were to be met and reflected people’s choice and control on how care and support was to be delivered. The registered manager recognised the importance of promoting health and discussed how they actively encouraged healthier diets. Records confirmed a change in a person’s diet that now included vegetables and healthy alternatives that previously had not been considered.

A staff member described how staff supported people to be active and be healthier. “We take a lady out to the park. When you get there first does not want to go out but with encouragement they get out and they enjoy it”

People and relatives told us staff supported people to attend hospital and GP appointments. Relatives said. “The manager contacts us or will contact the GP if needed.”

The provider 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 staff knew people well and monitored people’s support and care to ensure any changes were noted. Staff said they would contact the registered manager with any feedback on changing needs. The registered manager responded quickly to any information, arranging a visit and review. In addition, the registered manager had regular contact with people often completing shifts themselves to monitor and review people and their needs directly. As the number of clients was small, and staff were allocated a small number of clients, this system worked well and allowed for effective communication and monitoring.

People and their relatives told us they were able to contact the registered manager or the provider at any time to discuss any changes and provide feedback. In this way expectations of both people and their relatives were managed. A relative told us, “Following discussion we increased their hours, now they are eating better not skipping meals and is very well supported.”

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

All staff received training on the mental capacity act and staff recognised the importance of gaining consent. A staff member told us, “We always ask people and encourage, however if they decline something important like medication, we leave it and go back to see if people have changed their mind, if they don’t we report to the office. We never force anything.”

The registered manager confirmed everyone currently had capacity and were able to make decisions about their care and support. The registered manager talked about working with people’s best interest in mind. For example, although a person was not managing their medicines well following discussion with them and their representatives, they agreed to have their medicines locked in a cabinet and for staff to support them with them. Information about people’s ability to make decisions about the care they were receiving was included within assessments.