Godiva 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 inspection we rated this key question good. At this inspection 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 prior to them moving into the home to ensure these could be met safely. People and their relatives where appropriate had been involved in planning their care and reviews.

People’s care records were person centred. An assessment of their needs included for example, communication, health, emotional and mobility. People had regular check-ups with health and social care professionals to support them to achieve positive outcomes.

Staff demonstrated a good knowledge of people’s needs and told us they were kept up to date about any changes. One staff member told us, “Any changes are explained during handover. Communication is good.”

Care plans were regularly reviewed to ensure they reflected any changes in people’s needs or preferences.

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.

The provider used recognised tools to assess and identify risks to providing people’s care and support, including to assess the risk of skin damage and malnutrition.

The service worked closely with health and social care professionals to ensure they delivered care safely. Care records incorporated professional guidance for staff to follow to ensure people’s care was delivered as directed and in line with evidence-based practice.

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.

Relatives told us they were kept informed about any changes to their loved ones needs. One relative said, “I feel I am involved, as soon as I walk in, they update me.”

Care records demonstrated when healthcare professionals had been contacted to discuss a person’s care so staff could read any updates. A staff member told us, “Everything is updated on the electronic care plan, so we know about any changes straight away."

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.

People’s care records included information of their health conditions. They included information about symptoms staff needed to respond to promptly including contact details for the appropriate healthcare professional. Staff confirmed they had the information they needed to care for people effectively.

Some people were supported by staff with their nutrition. One staff member told us, “I fortify food with full fat milk and butter for those people who require a diet with higher calorific values. Fortified mousses and milk shakes are freshly prepared each day and added to the snack stations in each of the communal lounges.”

Care records showed referrals had been made to healthcare professionals when needed to promote people’s safety and wellbeing.

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.

A relative told us, “[Person] had 3 falls after the dose of their blood pressure medicine was changed. The staff investigated this with the doctor, and it was changed back, they are ok now.”

Processes were in place to monitor the care and support people received. Where people had risks identified with their health, care records detailed outcomes and any monitoring required to ensure their needs were safely met. For example, in relation to skin integrity or when a modified diet was required.

One staff member told us, “Team leaders are responsible for checking the care plans and checking the supplementary records like the position change charts, personal care and food and fluid intake. We make sure everything has been done so the residents are getting the care they need.” Another staff member said, “If a resident is unwell or seems a bit under the weather, we tell the team leader so they can call the GP. You have to report things quickly because if you don’t, they could get worse.”

The registered manager told us, “We reviewed people’s MUST scores (a recognised screening tool used to identify adults at risk of malnutrition) which were very high and in response to people’s feedback we started to serve the main meal in the evening. This had a massive difference, and many people’s MUST scores have now reduced."

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

People told us their choices were respected. One person said, “I’m never restricted, I can do what I like.” A relative told us, “They give [Person] plenty of choices. If he doesn’t want to get up, he doesn’t have to.”

Staff confirmed they had received training about the requirements of the Mental Capacity Act 2005 (MCA) and demonstrated an understanding of its principles. One staff member told us, “If someone declined support, I would encourage them, give them space if needed before asking again. If they kept refusing, I would inform the team leader. I wouldn’t force them.”

Care plans contained capacity assessments and decisions relating to a range of aspects of care had been made in people’s best interests. The registered manager understood their responsibilities under the Act. Where needed, applications had been made to restrict people’s liberties to keep them safe.