Henley 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. This is the first assessment for this service since its registration. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service made sure people’s care and support were effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Prior to moving to the service, the registered manager carried out a full assessment of people’s needs by engaging with them and the relevant health and social care professionals. Following admission, staff reviewed people’s needs regularly and any changes were documented in their care plans. It was common practice for staff to gather people’s views when assessing and reviewing their needs.

Staff spoke confidently about people’s individual needs, including their eating and drinking preferences, activities they enjoyed and mental health needs. Visiting professionals told us care staff as well as office staff knew people’s needs well.

Staff planned and delivered people’s care 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.

Staff supported people to eat and drink according to their personal preferences and cultural needs. We observed the kitchen was fully stocked with fresh fruits and vegetables, snacks, desserts and other food items. Staff offered people choices, sought their views when reviewing the menus and encouraged healthy eating.

People had access to a diverse menu and told us they enjoyed the food. Their feedback included, “They cook some really nice food here, have a takeaway on Fridays” and “If you don’t like what’s on the menu, they’ll cook something else for you.” We observed people consuming different foods. A staff member told us, “[Person A] doesn’t like fish but [Person B] likes fish; so, we make half fish and half chicken.”

The registered manager and care staff collaborated with other professionals in ensuring people’s transition to and from the service as well as people accessing external services, such as drug and alcohol services, were smooth and effective.

Staff maintained a close working relationship with external professionals, such as district nurses, and shared information effectively. This coordinated approach ensured continuity of care and minimal stress was caused to people. A visiting professional told us staff raised concerns promptly and said, “Staff always facilitate meetings.”

The service had developed personalised ‘hospital passports’ for people which tell hospital staff about people’s healthcare needs, the things that were important to them, how they liked to communicate and how to make things easier for them. Staff kept records of people’s hospital visits/admissions. These helped people achieve positive experiences.

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 health needs, including the support they needed to maintain good oral hygiene, and associated risks were clearly documented and understood by staff. Staff facilitated and supported people to attend health appointments when needed. Staff also offered people healthy food options and encouraged them to go out for walks.

Staff monitored people’s health closely and escalated concerns promptly. Staff also maintained clear logs of people’s appointments and health visits.

The service routinely monitored people’s care and support needs to continuously improve it. Staff ensured outcomes for people were positive and consistent, and that they met the required expectations.

Staff engaged with people in discussions about their care and support needs. This meant people were able to express their views and provide feedback on their care. This approach made it possible for staff to understand what mattered to people and develop care and support plans that were consistent with people’s expectations.

The service informed people about their rights around consent and staff respected these when delivering person-centred care and support. However, it was not always clear how the service assessed people’s mental capacity.

The service did not always record information on people’s mental capacity and decision-making abilities. Where people had mental capacity assessments in place, the outcome of these assessments was not always clearly recorded. For 1 person who had a best interest decision on their file, the purpose of this exercise or the decision being made on behalf of the person was not clear. We raised these issues with the registered manager who advised us they were in the process of reviewing their practices and relevant documentation regarding people’s capacity.

Staff involved people and where appropriate, their relatives and advocates, when making decisions made about people’s care and support. Where people relied on staff for certain aspects of their care, this was effectively managed and documented in their care plans. For example, a person had given written consent for staff to withdraw money on their behalf due to their mobility issues.