Everycare Hastings

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 remained good.

This meant people’s needs were met through good organisation and delivery.

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 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.

Once the registered manager had completed a full assessment which included them completing the care support to be provided, a person-centred care plan was written that covered specific and individual preferences and choices. The registered manager then allocated a small team of staff to support that person who they thought had a matching personality. She told us, “I would never send a staff member who was too loud to somebody who liked quiet time.” Each allocated staff member worked alongside the registered manager first. In this way people and staff knew each other well and staff understood clearly the care required and how to deliver in a person-centred way, and people always knew the staff visiting them.

Staff told us care was focussed on an individual approach. One told us, “The care plan clearly records how people like their visit to be completed. A person I visit likes to have a chat first before anything else is done and this is recorded in the care plan.”

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.

People and their relatives told us it was important to them that they had regular staff, they came on time and stayed the time expected. They liked the fact that they were able to really get to know the care staff who attended and they could form a relationship. A person said, “I have the same staff, and they come when they should and I have a rota that shows who is coming when.” A relative said, “I have met all the staff and have seen them with X. We get a rota and I provide X a daily rota, so they know who Is coming and when. We have regular staff.” In this way continuity of care was promoted staff knew people’s individual care needs, preferences and daily routines.

Staff also appreciated working with regular people. “We can really get to know people and their families, it’s nice to be part of support they need.” Communication between the registered manager and staff was effective and this along with up-to-date care plans supported joined up knowledge regarding the care and support to be offered and delivered.

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

People and their relatives told us information was shared appropriately. They said they knew who was completing the visits and all invoices and costings were clear. People told us, “I have the same staff, and they come when they should and I have a rota that shows who is coming when. If they have to change anything or staff are going to be late, they let you know.”

People's communication needs were reviewed during their initial assessment and care records provided information about what people's communication requirements were this included the use of equipment such as hearing aids that may be required.

Information on the service was shared with people when a package of care was initiated along with a service agreement. The provider confirmed this was available in large print if needed. This information included guidance on how to raise a complaint or concern. Communication systems with people and relatives were established and this for one person included a wipe board for information sharing. The provider had also provided access to people’s daily notes so these could be viewed by people and their relatives as appropriate. A relative told us how useful this had been, “The care portal has been opened up and now I can see comments of staff that have helped me to provide a report to dietician about what they are eating.”

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

A person told us, “I can say anything to the staff and they always listen.” A relative said, “We communicate regularly and they respond to any requests, we recently talked about X meals and special drinks they have.”

People and their relatives told us they could provide feedback on a concern, and they were responded to quickly. They gave examples of when they had raised matters with the registered manager and they were resolved. One relative told us “There was a carer they were not so keen on, and this was raised with the manager, the staff member had feedback and more training. This led to improvement and they were turned around, and X now likes them.

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

The registered manager understood the importance of working with and accessing specialist health or social care support when required. This ensured people received appropriate care and support. A visiting professional was positive about the working relationship and told us, “The manager was supportive of therapy input and supported delivery of equipment for OT to trial during assessments.”

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.

The registered manager and provider had a clear focus on supporting everyone to have the best outcomes as possible. Care and support was tailored to respond to people’s different needs and wishes. Visits were matched to people’s preferences and adjusted, to respond to any requests that may include social events, and other significant dates including health appointments.

Systems ensured visits were not rushed and staff were able to spend quality time with people. For example, time between visits was assessed and paid for. All staff were trained on equality and diversity and had the opportunity to discuss challenges during various feedback sessions including supervision and spot checks.

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.

The service had provided end of life care where this became appropriate. The registered manager described how they had worked with the local hospice and community nurses to help ensure people received all necessary support. Staff had completed end of life training and knew about the important aspects of supporting people and their relatives at this time.

When appropriate discussions were had with people that included advanced decisions about their future care and support, and these discussions were recorded. Some people had consented to completing DNACPR documents, Do Not Attempt Cardiopulmonary Resuscitation. These documents helped healthcare professionals understand people’s wishes for future support. The registered manager ensured these documents were available for emergency health situations.