Archived: Eagle View Care Home

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

Staff treated people with kindness and compassion. Staff and leaders spoke warmly about the people they supported. Staff and leaders were knowledgeable about people’s individual needs, and people were supported to have choice, control and independence wherever possible. The provider and manager recognised and met the wellbeing needs of staff.

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.

Staff treated people with kindness and compassion. People told us they liked the staff team. Relatives’ comments included, “[Staff] have been very kind and loving and caring with [person], and considerate”, “[Staff] are lovely, lovely people there” and, “[Staff] are very approachable. We like them a lot.”

Staff and leaders spoke warmly about the people they supported and their job roles. Feedback from staff included, “I love my job and most enjoy knowing I am making a difference”, “The care for the residents is at the heart of the home” and, “I don't see care as a job, it is a lifestyle for me, I love to care about others, and I feel rewarded if I make a change in someone's life.”

Professionals have fed back that they have observed positive interactions between staff and people who used the service.

Staff were observed to be kind, caring and attentive to people’s needs.

People were treated as individuals. People were addressed by their preferred names. One relative told us, “We’re really happy with the standard of care. It’s a good fit.”

Staff and leaders were knowledgeable about people’s individual needs. Staff comments included, “[Staff] approach with person centred care as everyone has individual needs” and, “[The manager] has emphasised the importance of understanding each person’s unique needs and preferences, leading to more tailored and compassionate care plans.”

People were supported to maintain relationships and there were no restrictions on visiting. Staff knew about people’s likes, interests and hobbies, and engaged people in conversation and activities which were relevant and enjoyable to them.

Systems were in place to ensure people were treated as individuals. Care plan reviews were completed regularly, and the manager had introduced a ‘my life booklet’ for families to complete so more could be learnt about people as individuals. The manager also encouraged staff to ask questions and record what was important to people, and for this to be incorporated this into people’s plan of care.

People were supported to have choice and control. One relative told us, “Staff do listen to what [person] wants and respond accordingly.”

Staff told us they supported people to have choice and control and make decisions wherever possible. Staff comments included, “[People] have the freedom to decide their own routines, including when they get up and go to bed, respecting their personal preferences” and, “We give people choices including what they would like to wear in the morning and offering people what they would like to drink and asking where people would like to sit.”

We observed people being given choice and control over daily decisions and tasks wherever possible. For example, people were asked where they would like to sit at mealtimes, and where they would like to go when they had finished their meal. People were offered a choice of food and drink at mealtimes and snack times. People were asked what they would like to do and whether they would like to take part in any activities. People were supported to go to bed if that was their choice. Staff involved people when carrying out tasks and observed people’s body language to assist communication.

Processes were in place to support people’s independence, choice and control. People had access to specialist equipment where needed to support their independence. People and their families were supported to be involved where possible. People were treated as individuals and different cultures, needs, and wishes were recognised.

Staff responded to people’s needs. People we spoke with were happy with the support provided. One relative told us, “[Staff] were really good with [person] and attended to [person’s] every need.”

Staff told us handovers were very useful and updates on people’s needs were shared and discussed. Staff told us the manager attended the handovers and was there to support and guide staff and answer any questions. Staff confirmed people’s needs were recorded in their care plans, and that they were now able to access the care plans at any time on their handheld devices. Staff told us that they now received regular prompts on the electronic system which helped them to ensure people’s care needs were met in a timely manner.

Staff were attentive to people’s needs. For example, staff supported and encouraged people to consume fluids regularly throughout the day. Staff responded well when one person began to communicate though behaviours which others may find challenging. Staff were able to swiftly de-escalate the situation and staff were attentive to other people’s needs and feelings and offered appropriate reassurance.

Staff told us the management team had created a positive work environment. Staff feedback included, “We have a positive and supportive work environment, which contributes to our overall job satisfaction” and, “Since [the manager] took over, we have seen a renewed focus on both resident care and staff welfare.” The manager spoke about the importance of staff wellbeing and welfare and had put in place initiatives to support staff wellbeing.

The provider and manager recognised and met the wellbeing needs of staff. Staff were able to provide feedback and the manager had an open-door policy. The manager had implemented a return to work form and an exit interview to learn more about issues impacting staff.