Arun Lodge Residential Care Home

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.

For example, the manager met people in person to discuss and assess their needs alongside utilising local authority assessments, before people moved into the service ensuring their support needs could be safely met and promoted visits to the service to aid people in their choice to receive support at Arun Lodge. When people’s needs changed their support documents were reviewed and amended to reflect people’s current support needs. Staff had their wellbeing considered and where needed were supported to have reasonable adjustments made.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

For example, people and, where appropriate, their relatives were involved in the planning and delivery of the care they received, and the provider used tools, including the Malnutrition Universal Screening Tool (MUST), a nationally recognised and validated screening tool for adults which can be used to establish people’s nutritional risk.

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.

For example, the provider had a positive approach to sharing information when people needed to move between services. The manager had joined forums, where other registered managers can share best practice and learn from each other. Staff were observed to work as a team and told us they support each. One staff member said, “We work well together it’s like a little family here, and we try to support the district nurse and other professionals when they visit people.”

The provider supported people to manage their health and wellbeing 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.

For example, people had the opportunity to join activities that promote physical and mental wellbeing including chair exercises, quizzes and a gardening club. The manager and staff supported people to seek advice from healthcare professionals when needed and then acted on people’s health care guidance. One health care professional said, “The manager consistently seeks advice or guidance when appropriate and works collaboratively with our team at the surgery.”

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.

People’s health and well-being was monitored by staff who knew the people they were supporting and were able to quickly identify changes in their health and care needs. For example, Staff supported people to contact their GP and other health services if they had concerns for people’s health and when they said they felt poorly alongside routine health check-ups. When healthcare professionals made changes to people’s medication and gave guidance for staff to follow this was acted on and recorded in people’s care documents to reflect their current needs. Staff embraced people’s strengths to promote positive outcomes. For example, a person who had limited mobility and previously spent a substantial amount of time in their own room was supported to access the communal areas of the home and engage with other people. A staff member said, “I supported a person to overcome barriers they faced with mobility and now they regularly access other areas of the home, I made suggestions of how this could be done to a senior member of the team and they listened, I feel good about this.”

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

Staff provided care within the principles of the Mental Capacity Act 2005 (MCA). People’s views and wishes were considered when their care is planned and our conversations with them confirm this. One person said, “They asked me lots of questions about the support I wanted to receive.” Staff were aware of the need to gain people’s consent before providing support. One staff member said, “I check people are happy for me to help them, by asking them and I wait for them to accept my help before I give it, sometimes people can give consent through their body language and facial expressions like a smile or nod if they struggle to speak.” The home had some CCTV cameras in place. This had been reviewed and were advertised to people before they are admitted. There were consent documents in place. The cameras did not cover people’s private spaces.