Lime Tree Gardens

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 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.

People’s planned care and support reflected their choices and preferences for how this was provided. A staff member told us, “We are lucky to have the clinical team upstairs, we have an OT [occupational therapist] on site, and they work hand in hand with physiotherapist and dietician so there is no delay in our customers seeing them. This early intervention makes all the difference.”

Staff actively monitored people’s changing needs, including liaising with the onsite clinical team when additional advice and support was required. Staff reviewed care plans regularly, and staff and managers knew people extremely well.

Managers monitored and reviewed people’s needs to make sure care and support continued to be delivered in line with people’s choices and 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.

People’s planned care and support reflected their choices and preferences for how this was provided. A staff member told us, “The recent training on trauma and psychosis helped me understand people we support in a different way. This makes me think about the person and why they may be behaving in certain ways, it helps me understand my role more holistically.”

Staff and managers undertook training at regular intervals so that their skills and knowledge remained up to date with current practice and standards.

Managers monitored and reviewed people’s needs to make sure care and support continued to be delivered in line with people’s choices and preferences.

The provider worked exceptionally 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.

People were supported by managers and staff who worked particularly well-together and with other external health and social care professionals. Robust systems were in place to make sure information was shared in a timely manner by everyone involved in people’s care. This all helped to ensure a joined up, consistent approach to delivering safe and highly effective care to people in line with their individually assessed needs and preferences. A relative told us, the staff know [family member] well and they listen to us as their parents and action what we need.”

The registered manager said, “We are privileged to work here. The people we support have complex needs and this is their home. We support people to die here, in their own home. We work as a team and work together, and I am very proud to be a part of this.”

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 chosen by people on a weekly basis; on the day of our assessment the lunch menu was visible for people to see. A person supported said, “Today is my favourite burgers, chips and coleslaw.” The provider had a chef who worked in the service for many years, they knew people well and supported people to have choice in what they eat, for example in the morning people had a choice of cereals toast or a cooked breakfast.

People were supported to attend local fitness classes which included Zumba at the local centre.

People were supported to access a range of health care professionals. Care records contained detailed information about people’s health conditions and how these might affect people. Care records also contained relevant areas of health that needed to be maintained and improved, such as nutrition. For example, one person living with diabetes was supported to follow a healthy diet, had their weight monitored regularly this was supported by the onsite nurse.

The service monitored all people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they fully met both clinical expectations and the expectations of people themselves.

The registered manager and staff who worked particularly well -together and with other external health and social care professionals and bodies. Robust systems were in place to make sure information was shared in a timely manner by everyone involved in people’s care.

The registered manager carried out a case study around a customer’s recent mental health experience and reduced hospital admissions, this reflective practice included lessons learnt so that this could be shared with the team to support other people they cared for.

Feedback from the local authority reiterated the reduction in hospital admissions from the provider due to the support provided by the in-house clinical team and support from the management team.

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

People's care was provided in line with the principles of the Mental Capacity Act 2005 (MCA). The staff had received training in the MCA and were able to describe to us how they gave people choice and respected people's decisions within their day-to-day life. One member of staff told us, "We always seek permission form people we support prior to supporting them with their needs."

The provider carried out MCA in house workshops for staff, this meant that the staff had further opportunists to learn and embed the practice in their roles.

The registered manager was working in line with the MCA and understood their role and responsibilities in supporting the legal rights of people using the service.