Evington Home - Pilgrims' Friend Society

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. At our last assessment we rated this key question good. At this assessment the rating has changed to 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 90 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity.

Unique to the service were the hummingbirds, employed to spend time and connect with people living with dementia. They moved from person to person providing short, meaningful connections. They were trained to recognise the various stages of dementia, and understood the best ways to approach people, respecting their current reality and connecting with them accordingly. Hummingbirds devoted their time to interacting with people. This enhanced people’s quality of life, reducing any loneliness and isolation people might feel.

All staff had a caring attitude and their relationships with people, relatives, visitors, and each other were extremely positive. The service had a culture of kindness where everyone was treated with compassion and dignity. People using the service were known to staff as ‘family members’ and were treated as such. A relative told us the service had ‘a really lovely atmosphere and a sense of home and family’. Another relative said, “The home is wonderful, the care workers are brilliant with the residents, very patient, and they treat them like family.”

Care staff and hummingbirds found different ways to interact with people and increase their well-being. One person became animated and joyful when their favourite hymns were played. Another person wondered whether the place they grew up was still the same, so staff took them there to visit familiar landmarks from their childhood.

The service’s activity community engagement (ACE) facilitator brought volunteers into the service to connect with people to lead or take part in daily devotions which included prayer and Bible reading. With over 30 volunteers to connect with, people benefited socially and spiritually and were able to form friendships with people from the local community.

Kindness, compassion and dignity were at the heart of The Way We Care, the provider’s bespoke approach to caring for older people. The principles of this approach were evident at the service. Staff took a holistic approach to people, supporting them physically, mentally, emotionally, and spiritually, and this was clear in people’s care plans.

The service was a community where people always had others around them who cared and took an interest in them. People were encouraged to use their skills, for example by accompanying hymns on the piano. Staff valued people as unique individuals and were able to tell us all about them including their life histories, likes and dislike, and favourite things to do.

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

Essential to the culture of the people using the service were their Christian beliefs. The service was rooted in the Christian faith and committed to ensuring that people’s physical, emotional, spiritual and mental needs were met in a way that upheld Christian values. All the people using the service were Christians or sympathetic to the Christian faith.

As part of care planning, staff find out from people which Bible verses, prayers and hymns they found comforting. Staff then used these as a source of comfort for people if they were distressed. Staff told us some people became alert when their favourite hymn was played and sang along. Knowing this, staff ensured these hymns were played during the service’s daily devotions due to the positive effect they had on people’s mood and wellbeing.

The provider’s The Way We Care approach recognised that each person using the service was unique and had different likes and dislikes. Consequently, people had highly personalised care plans which emphasised their preferences, abilities, and personal goals.For example, a person ‘appreciates physical affection and hugs’, ‘likes to be active and to help with tidying or sorting’, and ‘wants to be reminded when the exercise group activity is taking place’. This meant staff could support people to determine their own lifestyles at the service.

Staff were knowledgeable about people’s personal and cultural backgrounds. The multicultural staff team ensured people had their needs met by staff who understood the context of their experiences. People’s cultural needs were identified in their care plans and staff used resources inside and outside the service to ensure people had the cultural support they required.

The cook knew people’s favourite foods were and incorporated them into the weekly menus. For example, they told us on one person liked Welsh cakes, so they made these, most people liked fish on Fridays and traditional roasts, and some people likes occasional vegetarian meals. All these preferences were catered for.

The kitchen stayed open at night so if people were hungry care staff provided them with snacks including cereal, toast, sandwiches, crisps, jelly, and biscuits. This meant people didn’t have to wait for the next mealtime if they wanted something to eat. Hot and cold drinks were served regularly and whenever people wanted them.

People and relatives told us the service was adaptable to meet people’s individual needs and routines. A person told us, “The breakfast [time] is flexible as it takes a long time for me to get ready in the morning.” Another person commented, “I like to read and I do that, watch TV but mostly only the news. I go to chapel every week my friends pick me up and take me. I have also got a preacher who visits me.” Relatives said their family members got up and went to bed when they wanted to, and staff understood and accommodated their personal routines

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Care plans showed that people choose the amount of structure, routine and independence they needed to live a fulfilled life. People had varying routines depending on their wishes. Staff supported people to maintain their independence, as far as possible, and make decisions about their own care and support.

People’s social needs were understood and met. The service had a full-time activities co-ordinator and activities were available every day for people to take part in. These included games days, craft lessons, and visits from local schoolchildren. A relatives said their family member loved going on the trips out and joined in most of the daily activities.

Devotional times took place daily with Bible readings, short talks, prayers and hymns. People were invited to take an active role in leading prayers or providing musical accompaniment on the piano.

The premises were arranged so people had the opportunity to spend time alone in spacious ensuite bedrooms, quiet lounges, or in lounges where activities were taking place. If people wanted to see visitors in private, they could use their bedrooms, of one of the lounges which had tea and coffee making facilities so they could make their own hots drinks.

The provider 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.

People had call bells and pendant alarms to let staff know they needed assistance. A person showed up their pendant alarm and told us, “I wear this when I sit in the chair to get the staff if I need to. Staff are available when I need them.” Another person said, “Staff are around when needed, I don’t have to wait.” A relative commented, “If the residents need anything, the staff are there”.

People who were unable to use call bells were checked regularly by staff to see if they needed anything. Where necessary, people had pain charts. These described facial expression and body language people might use to let staff know they were uncomfortable or in pain so staff could act to relive this. Hummingbirds were alert to signs that a person may be distressed and quick to comfort them.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

People were supported by staff who felt valued by the registered manager and provider. They had a sense of belonging and the ability to contribute to decision making. A staff member told us, “Everyone at the service, staff and residents, are happy. We are one big family.”

Many of the staff had worked at the service for a long time, one member of staff had worked there for over 25 years. This meant people and relatives got to know the staff well and people had continuity of care. Staff said they were proud to work at the service because the quality of care was good. A staff member told us, “I just like working here as people are well looked after.” Another staff member commented, “I think there is a lovely atmosphere here. Staff all are happy, and communication is good which is important.” Other staff talked of enjoying high levels of job satisfaction and being part of a caring and compassionate team.

During one of our visits, it was a staff member’s birthday. This was celebrated with a get together with samosas and a cake, and a voucher and flowers for the staff member whose birthday it was. The registered manager said all staff birthdays were celebrated in this way. A staff member told us, “They [managers] make us feel special. They think a lot of us and want to show us that.”

The registered manager spoke highly of the staff team’s work ethic and dedication to the people using the service. Staff were recognised for exceptional work through the service’s employee of the month scheme when staff nominated staff received points and vouchers. Points were also handed out at any time, if staff were seen to go over and above in their caring duties. Staff could save up points and exchange them for vouchers.

Staff had regular opportunities to provide feedback, raise concerns and suggest ways to improve the service or staff experiences. They had regular supervisions and appraisals where they could speak with senior staff on a one-to-one basis. Staff surveys were carried out anonymously so there were no barriers to staff sharing their views on the service and the workplace culture. If a staff member decided to leave, they were asked by HR to give feedback so the provider could understand if any improvements were required to the way staff were supported.

Staff said the registered manager listened to them and acted on their suggestions and concerns. For example, staff told us breakfasts had been challenging due to a lack of staff. In response the registered manager provided an extra staff member 7 days a week to provide additional support at breakfast. This gave staff more time to assist people with their breakfasts.

Staff wellbeing was a priority at the service. All staff were enrolled on an employee’s benefit scheme offering its members rewards and benefits. These included discounts at major supermarkets and restaurants, and access to a healthcare cash plan provider.

The service encouraged a supportive environment and provided information on mental health resources to staff including 24/7 free counselling. Staff could also speak with mental health first aiders if they needed additional support.