South Moor Lodge Care Home

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

This means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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 registered manager ensured staff provided people with individualised care which reflected their needs and wishes.

People’s care needs were discussed with them or when appropriate, their relatives, during their initial assessment and regular reviews. Care documentation included information about people’s needs, risks and preferences, so staff knew how to provide them with person-centred care. Changes in people’s needs were discussed with them, so that joint decisions could be made about any action to be taken, including referrals to community agencies for additional support. Staff were familiar with people’s needs, abilities and how they liked to be supported. A person told us, “If you are feeling a bit low, they [staff] seem to know and have a chat with you. If they can do anything to help, they will do, nothing is too much trouble. They know what I like.”

The registered manager and staff understood people’s diverse health and care needs and ensured their care was joined up and supported choice and continuity.

People’s care needs, including any changes, were discussed with them or their relatives regularly. When there was a change in people’s needs, such as their health, mobility or dietary requirements, joint decisions were made about future support. This meant people were offered choices and received joined up care which met their needs and helped maintain their safety and wellbeing.

People’s care documentation included information about their health and care needs. Staff provided support which reflected those needs and they encouraged people to make choices about their day-to-day care when they could.

Staff understood people’s communication needs and provided people with information in a format they could understand. People’s care documentation included information about how they communicated and any support they needed from staff to meet their communication needs.

The registered manager told us the provider’s information, such as the service user guide and policies, could be made available in a variety of formats, such as large print or easy read (simple words, short sentences, and pictures to make it easier to understand). This helped to ensure information was available to people in a format they could understand.

The provider ensured people were involved in decisions about their care and could share feedback about their care and raise concerns. People’s care needs were discussed with them regularly and they were involved in any decisions about their care. When people were unable to express their wishes, their relatives were involved to ensure any decisions made were in their best interests. People and relatives could provide feedback about the support provided during regular meetings and reviews.

People and relatives told us they felt able to raise any concerns with staff or management and were confident they would be listened to. A person told us, “I could talk to the lady who looks after me or I could go higher up and talk to the manager. I haven’t needed to raise anything. I feel I could, if I wanted to.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People’s health and wellbeing were monitored and when there were changes or their condition deteriorated, their level of support was reviewed and any necessary changes implemented. Community agencies, such as GPs and community nurses were contacted when specialist support was needed to meet people’s needs and improve their quality of life. When people experienced barriers to accessing appropriate care, such as delays in receiving specialist support, the registered manager advocated on their behalf. This helped ensure people were supported to access the care and support they needed when they needed it.

People’s care needs were discussed with them or their relatives, so their support could be tailored to their individual needs. Care documentation was detailed and individualised and guided staff on how to support people in a way which reflected what mattered most to them. People and relatives were happy with the support provided which they felt reflected people’s needs and wishes. They told us, “I think [family member] is very happy here and they take care of her very well.”

People and relatives’ views were sought during regular meetings, when they were able to make suggestions and raise concerns. The notes of recent meetings showed that where concerns had been raised or suggestions made, such as changes to the menus or ideas for activities and outings, action was taken and changes implemented. People and relatives told us they felt able to raise any concerns with staff and the registered manager, which helped to ensure people experienced positive outcomes and a good quality of life.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

People’s end of life care needs and wishes were discussed with them, to ensure the care they received at the end of their life reflected what they wanted. When people were unable to discuss their wishes, their relatives were consulted, so any decisions made would reflect people’s best interests and what they would have wanted. Care documentation included information about their end of life wishes, including resuscitation, hospital admission and who should be involved in any decision making.