Ruskin Lodge

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. The provider had a robust assessment process in place, ensuring people’s care and support needs were thoroughly understood and met. An initial assessment was completed prior to each stay, with care plans reviewed and updated to reflect any changes. Staff told us they were kept up to date on people’s needs and care through regularly updated care plans and information shared at daily handover meetings. People were involved in their care planning and told us they received the right care and support. One person told us, “They [staff] know what they are doing, I trust them,” while another said, “They [staff] understand me.” Others commented, “The best, they look after me very well and” “No complaints at all, they know all my routines and the things I like.”

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

Appropriate risk assessments were completed and formed the basis of person-centred care plans, guiding safe and effective care. Staff demonstrated a good understanding of people’s nutritional, and hydration needs, which was evident through our observations. Food and fluid intake was carefully monitored for those who required it. Staff demonstrated a clear commitment to reducing the number of pressure ulcers in line with the NHS ‘React to Red’ campaign with staff, providing people with relevant information pressure sore prevention. One person told us, “Very happy, the staff are just the best, I’ve stayed here lots of times, and they know me inside out.”

The provider worked well across teams and services to support people. Staff made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services. The provider demonstrated effective collaboration both within the staff team and with external health and social care partners to ensure people received consistent, coordinated care. Staff ensured people attended all necessary appointments and supported visits from other services during their stay. Concerns about people’s health, safety, or wellbeing identified during their respite stay were promptly acted upon, with contact details for other services and individuals involved in people’s care recorded and updated at each admission. A couple of staff said they ‘work well as a team’ and information was effectively shared through regular team meetings.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. The provider supported people to live healthier lives and where possible, reduce their future needs for care and support. People were supported to access a range of community health services, including GP and dental practices, to help them maintain their health and wellbeing. Staff understood their role in supporting people to manage their own care where possible, encouraging independence and choice. People were supported to make healthy, balanced food choices in line with their preferences and dietary needs.

The provider routinely monitored people’s care and treatment to continuously improve outcomes for individuals. Staff ensured care met people’s health needs while reflecting their personal preferences and goals. For example, where a person was identified as being at risk of falls, a current risk assessment was in place and clearly reflected in their care plan. Leaders used a range of systems to monitor the quality of care, including individual outcomes.

People were encouraged to share their views following each stay through a feedback form. This information was reviewed and used to inform a service-wide action plan structured around the five CQC quality domains, safe, effective, caring, responsive and well-led. People were supported to maintain meaningful relationships with family and friends, contributing to a healthier and more fulfilling life during their stay.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People’s care plans clearly documented consent to care and treatment, including where individuals were unable to provide a physical signature. Where people lacked capacity, decisions were made in line with the principles of the Mental Capacity Act (MCA), ensuring their rights were upheld. People told us they felt their choices were respected and understood. One person told us, “Staff definitely treat me with dignity and respect.” Staff demonstrated a good understanding of informed consent, particularly in relation to personal care, and we observed multiple examples of staff promoting people’s choice, and independence.