Queens Lodge Nursing 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 67 (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.

Care plans were person-centred and regularly reviewed, including details of people’s preferences and routines. Staff worked with professionals such as GPs and ambulance crews, and records showed timely referrals. People told us they were supported to make choices about daily life, but most had not been involved in creating or reviewing their care plans. One person said, “I don’t know what a care plan is.” The management team acknowledged this and included improvements in their action plan which aimed to resolve this imminently.

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 standard.

Care plans focused on what the person wanted and how they wanted to receive their care. Staff and leaders used nationally recognised tools to ensure they were able to monitor people’s health and wellbeing, such as Malnutrition Universal Screening Tool (MUST). One member of staff told us, “The tools we use here really help us monitor people’s wellbeing.”

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.

Staff worked well with external professionals. People confirmed they received medical help promptly when needed: “The doctor is called out whenever the staff have a concern.” Internally, staff described improved communication and teamwork since the new manager started, with regular handovers and support from senior staff. One member of staff told us, “It is a completely different place with the new manager. Things have been so much better.”

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.

Meals were appetising and met dietary needs, and staff encouraged independence at mealtimes. Observations showed positive interactions during lunch, though delays in serving food and lack of a visible menu were noted. The provider told us imminent improvements would be made around communication and menus on the tables at mealtimes. People said they could shower when they wanted and were supported with oral hygiene. Weight monitoring was in place, and relatives confirmed concerns were acted on: “[Staff] make sure they are hydrated.” People had access to healthcare professionals, including chiropodists and physiotherapists.

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.

The provider had systems to monitor care quality, including audits for medication, infection control and falls analysis. Lessons from incidents were shared with staff, and safeguarding logs showed appropriate action. People and relatives reported significant improvements since the new manager started, with one person describing the manager as “A breath of fresh air.”

People consented to their care and treatment, and staff sought permission before providing support. For those living with dementia or similar, mental capacity assessments and best interest decisions were in place. One person told us, “They [Staff] always ask permission to do something for me.” Staff always knocked before entering a person’s rooms and explained tasks clearly.