Edingley Lodge 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,treatmentand support achieved good outcomes and promoteda good qualityof life, based on best available evidence.

This is the first assessment for this service. This key question has been ratedgood. Thismeant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 83 (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 registered manager or deputy manager carried out a thorough assessment of people’s needs prior to them moving into the home or coming for a respite stay. This involved the person, family where appropriate, and gathering information from the GP with the person’s consent. The registered manager ensured the team could meet people’s needs and that any people considered would be compatible with other people living at the home. They said, “I follow the Barchester safe admission policy because I have responsibility to make sure admission is safe and we can safely meet that person’s need and that person will also be able to join with current resident group, it is so important.”

People and relatives confirmed this. One relative told us, “They’ve been wonderful. They talked to me about [relative’s] medical needs before they came in. They let me know if [relative] is short of anything. If I can’t get through to the GP/hospital they say give me the number, and they do it for me.”

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.

People we spoke with were not all aware of being involved in planning their care, but where people could not recall this, relatives confirmed that this was happening. One relative said, “We had a meeting about [relatives] needs on admission and every 6 months we go through their care plan”.

We saw care plans and daily records contained information on people’s likes and preferences as well as what was important to them to ensure their care and support needs were met, and when this was completed, it was recorded.

The provider always worked well across teams and services to support people. They shared thorough assessments of people’s needs when they moved between different services, so people only needed to tell their story once.

The registered manager gave us examples of when people had moved to other homes and what they had put in place to support this transition. They told us, “We [people, families and professionals] all work closely so there wasn’t any worry for people or families as they knew what to expect. When [name] moved, I moved 2 staff members there so [person] knew faces and it was really easy for them to settle in there. We moved all support/care plans into paper form then the forms and risk assessments moved over with them.”

Professionals spoke highly of the engagement they had with the team at Edingley Lodge. One professional said, “I find the staff at the home to be hardworking, well trained and caring and believe that we share a good working relationship. I believe this comes from effective management. I find management to be approachable, and I am pleased that the relationship I have with the home is a very good one.”

This meant people received coordinated care from teams who communicated well and worked together effectively.

The provider always supported people to manage their health and wellbeing to fully maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Throughout the assessment we saw people were consistently encouraged by staff to be as independent as possible. For example, staff supported a person discreetly to be able to eat their meal independently through verbal encouragement and provided adapted equipment. People were offered a wide choice of nutritious meals and snacks that had been freshly prepared and met their dietary needs and preferences.

People’s preferences, choices and their holistic needs were consistently considered to ensure the focus was not just on physical health but included mental wellbeing and spiritual needs. Staff also ensured people who spent more time in their room were engaged in meaningful activities to keep them mentally stimulated and active. The activities coordinator spoke with us about a person who preferred to remain in their room and how they brought them books to support their enjoyment of reading, “I know it’s helping [name], I enjoy doing that for them and [name] calls me their little librarian and fulfils the hobbies and interests they’ve had for years. It’s about making sure everything you do is person centred and recognising that what works for one person doesn’t work for everyone.”

This meant people were encouraged and supported by discreet and caring staff to improve their health and wellbeing in ways that mattered to them.

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.

We saw examples of the registered manager monitoring people’s care and treatment through the review of records.

Outcomes and achievements were celebrated, the registered manager had oversight of this, and the team kept documentation to showcase these achievements. This meant setting goals with people and supporting them to reach these goals was an embedded way of working promoting positive outcomes for people.

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

We saw capacity to consent was considered through documentation in care plans and staff had a clear understanding of capacity and consent. Staff sought people’s consent before carrying out any care and support.

Observation of staff engaged with people to obtain their consent before they carried out care. Staff used people’s preferred method of communication including the use of local dialect specific to one person they cared for.

These measures supported people’s choice and ensured, when people were unable to make a decision for themselves, that the right people were involved in decision making so that it was in line with the persons wishes and preferences and made in their best interests and within a legal framework in line with the Mental Capacity Act 2005.