Eversleigh Care Centre

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• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Our rating for this question remains good. People spoke positively about the support they received from staff. They described staff as kind, cheerful and caring. People told us they were supported to remain as independent as possible and we observed staff supported them in a dignified way. However, some people raised concerns about delays in staff responding to call bells and improvements were needed to ensure staff knew people’s life histories, and individual preferences, so they could provide them with care that met each person’s individual needs. The scores for this area have been combined with scores based on the rating from the last inspection.

This service scored 65 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People told us staff treated them with kindness. One relative commented, “On the couple of times I’ve visited, everyone appears friendly here. The staff are all very cheerful."

Staff spoke about people with compassion and shared examples with us of how they supported them according to their individual preferences. Senior staff told us they had time to get to know people and ensured they checked in on people throughout the day to monitor their well-being.

Staff had a caring approach and provided support in a dignified way. We observed staff adjusting people’s clothing to maintain their dignity and gently explaining the purpose of a healthcare professionals visit until the person understood.

Some people felt that initially staff didn't understand their culture, however some comments reflected this was slowly improving. Some feedback from relatives reflected a lack of stimulation for some people, particularly those who spent time in their rooms. Others felt people’s support in terms of meaningful activity could be better tailored to people’s individual needs.

Staff told us they tried to tailor care to people people’s individual needs. One staff member said, “We treat people as individuals if someone isn’t good in a morning, then we leave them and do personal care in the afternoon it is about knowing what people prefer and using this to give their care.” Leaders told us they assessed people’s individual needs and updated care plans when those needs changed, or they learned more about people. They told us feedback from individual or group meetings informed their planning around activities, which were designed to reflect people’s interests.

We observed staff supported people based on their preferences and took in to account their personalities and individual wishes. For example, when offering people breakfast choices, or a choice about where to eat their lunch. However, we also saw some staff did not know important details about people, such as their life histories, and this impacted people’s experience of care.

Care plans contained details about people’s preferences and information about people’s life histories and interests. Where people were unable to provide information that was important to them relatives, or friends had been asked to contribute.

People spoke positively about the support they received to maintain their independence. One person said, “All the staff are kind. They encourage me to keep my independence as much as I can. I like to dust my own room sometimes. They have even asked if I would like to help them."

Staff told us they followed guidance in people’s care plans about how to communicate with people to enable them to make their own choices where possible. Senior staff told us, “We enable people to have a choice of staff when we can, we get to know people well and find some just naturally prefer some staff to others. We always offer choices of food, clothes and activity. Families can visit people whenever they want to."

We observed staff supported people in line with their preferences. We saw staff asked people where they wanted to spend their time, what they wanted to eat and drink and whether they were happy to meet with visiting professionals.

Care plans contained details about people’s preferences and provided guidance for staff about how they could promote people’s independence. This included ways to encourage people to do things for themselves where possible.

Most of the feedback we received from people and relatives reflected that staff responded quickly to meet people’s care needs. However, some comments reflected delays in the staff response time to call bells. Although examples shared did not reflect that people’s care had been impacted, some people said they had experienced long wait times when requesting support.

Staff told us they tried to respond to people as quickly as possible but said there were sometimes delays. One staff member said, “We respond to anyone who needs things, sometimes people may wait a few minutes, for example if they need 2 people and we are alone when responding but not too long.” The management team told us although there was no formal monitoring system in place for call bells they did carry out checks on staff response times. They also held daily meetings where feedback from senior staff was considered in relation to any barriers staff were experiencing in providing timely care and support.

We saw staff responded quickly to meet people’s needs. Where the call bell was used, this was answered promptly.

We did not look at Workforce wellbeing and enablement during this assessment. The score for this quality statement is based on the previous rating for Caring.