Southlands Residential Home Limited

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 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.

People and relatives told us they were involved in assessments and people said their needs were being met. People had personalised care and support plans which reflected both their physical and mental health needs. Care plans were reviewed as necessary and reflected a good understanding of people’s needs, including relevant assessments of people’s communication support and sensory needs. A WhatsApp group had been set up, and relatives could keep in touch on a daily basis with what was going on at the home.

Initial assessments were completed prior to a person being supported. People had health actions plans and health passports which were used by health and social care professionals to support them in the way they needed. Staff understood the importance of promoting people’s independence. A staff member told us, “Care plans are created by residents, their families and care givers. Information is used to create a plan that fits the needs of the resident to make sure it is tailored to their needs.”

Staff knew about people’s capacity to make decisions through verbal or non-verbal means, and this was documented. People were empowered to make their own decisions about their care and support. A person told us, “I asked for a few more hooks in my room, and it was done immediately. [Staff name] also put my pictures up in my room; it’s just like family and it’s very rare to find any faults in here.”

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 monitored care provision to ensure people’s needs were being met; this included checking people’s skin integrity, whether they had any infections or experienced any weight loss. Staff used nationally recognised tools appropriately to assess and monitor people’s needs or risks, for example, relating to pressure sores or malnutrition. Processes were in place for oversight of care records, such as care plan audits and a resident of the day initiative.

People’s nutritional and hydration needs were being met, which included people who required a modified diet, such as soft or pureed food and thickened fluids. Records of people’s food and fluid intake were being completed. Kitchen staff kept up to date records regarding people’s nutritional needs. Care plans include person-centred information about people’s nutrition and hydration needs, including details of any enhanced monitoring, risks or related health conditions. Guidance for staff reflected best practice guidance and there was an effective recording system in place where risks had been identified.

Observations of the mealtime experience were positive. People who needed equipment whilst eating were provided with this and those who needed staff assistance to eat were supported in a patient, encouraging and kindly manner. The food looked appetising and everyone we spoke with spoke highly of the quality of food provided.

People told us they were happy with the food and choices provided. One person told us, “The food is lovely, if there is anything that you don't like they [staff ] find an alternative for you. It can be controversial as there as so many mixtures of people but if there was anything at all I would speak to anyone of the carers or management; they put on such a lot for us.”

Staff told us there were enough on duty each day to support people with mealtimes and safely meet people’s needs. One staff member said, “I do not feel rushed, as meals need to be safe and comfortable to ensure there is no choking and the residents receive the hydration and nutrients they need.”

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 and leaders worked with external professionals and support services to meet people’s assessed needs, for example doctors, district nurses, dieticians, speech and language therapists and palliative care specialists. A staff member told us, “We share information with external partners by recording accurately, following instructions, reporting concerns, attending handover meetings and keeping information confidential.”

The provider and leaders promoted a multi-disciplinary team (MDT) approach when supporting people, and care and support was developed and provided in partnership with people, relevant external professionals and clinicians. Meetings were held with relevant health and social care professionals to ensure care was tailored to meet people’s immediate or changing needs and to ensure all avenues for people’s wellbeing were considered.

Staff had access to the information they needed to appropriately assess, plan and deliver people’s care, treatment and support. Care plans considered people’s individual needs, circumstances, ongoing care arrangements and expected outcomes.

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 were supported to be as physically active as possible, and we observed people taking part in activities or following their own personal interests during the inspection. A person told us, “It’s very good here, the staff are great, and they look after you very well. I have company in here and I have lots of people I can talk to. They [staff] give you individual attention, thinking about you like family. I love to join in all the activities there is always something going on here.” A staff member said, “I encourage residents to do tasks themselves by offering guidance, providing choices and by using assistive equipment when needed.”

Staff had a good knowledge of relevant health care concerns, how to identify them in the people they supported, and how to respond; our review of care records confirmed this. For example, we saw patient discharge forms and transfer of care forms in people’s care files where they had been referred to other health services.

The provider ensured people’s physical health was monitored and audited regularly. People felt they were supported to manage their own health needs as much as possible. A person told us, "Everything is covered; the chiropodist comes in every 6 weeks. If you need a dentist or an optician, then they will come in also. It’s a lovely feeling; they [staff] go the extra mile. The provider walks around the home and talks to us.”

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.

People were supported in a person-centred way, and their care needs were routinely monitored and reviewed. One person told us, “I had a cough recently and they [staff] called the doctor in; I also had a bad back so they [staff] have raised the seat for me so I can sit down easier. It’s the little things like that that make a difference.” A relative said, “There is a social media group for all the relatives with pictures and information on which is amazing, and the comments on there from relatives are so lovely and positive. [Person] has been in here for 4 years and I cannot fault it. The staff have all been amazing. Nothing has been too much trouble for them, and they have not just looked after [person] but they have looked after us too, which makes a big difference; that’s just what they are like.”

The provider worked with a number of different professionals and stakeholders to support outcomes for people. A relative told us, “[Person] had a chest infection two weeks ago and the staff rang us straight away and got the doctor in straight away. Last Sunday, they got the out of hours doctor out again as [person] had deteriorated; the care home arranged a hospital bed for [person] and nursing care services are coming in to give injections.”

Staff understood how to monitor people’s clinical outcomes and act on any concerns; our review of care records confirmed this. However, we saw one person’s care plan had not been updated following a change in circumstances. A staff member told us, “I attend the weekly MDT meetings; we have a daily handover and clinical or quality of life outcomes are discussed. We have a daily handover book where staff document people’s daily lives and any changes.”

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

The provider and registered manager ensured people’s views and wishes were considered when their care was planned and people confirmed this. People understood their rights around consent and staff supported them to understand these. People received information about their care and treatment in a way they could understand and had appropriate support and time to make decisions. People's capacity and ability to consent was considered.

Staff understood the importance of ensuring people fully understood what they were consenting to and the importance of obtaining consent before they delivered care or treatment. We observed staff seeking consent from people throughout this inspection. A staff member told us, “Prior to admission we complete a life story book which gives us details about the resident."

The provider had robust systems in place relating to the Mental Capacity Act (MCA). Capacity assessments had been completed. People were supported to make decisions, and there was information to show people's preferences had been considered. People can only be deprived of their liberty to receive care and treatment when this is in their best interests and legally authorised under the MCA. In care homes, and some hospitals, this is usually through MCA application procedures called the Deprivation of Liberty Safeguards (DoLS). A staff member told us, “For those without capacity we have a DoLS in place.”