Lonsdale Mews

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 newly registered service. This key question has been rated 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's health and social needs were robustly assessed before they came to live at Lonsdale Mews. This ensured the service could meet the person’s needs and staff had the necessary training to meet people’s assessed needs and keep them safe and well.

The provider used an electronic care planning system. This enabled the leadership team to remotely monitor the care people received.

Care plans were regularly reviewed using the provider’s ‘resident of the day’ system. Staff told us care plans were regularly reviewed and updated, and people and relatives explained they were involved in both the initial care plan, and subsequent updates as time went on.

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 received enough to eat and drink to keep them healthy and hydrated. People who required modification to their diet, such as softer diet to prevent choking incidents, had their meals tailored to their specific needs.

People’s weights were checked regularly, and staff could describe the process they would follow if someone was losing weight, such as contacting the GP, and fortifying the person’s diet.

Where people were at risk of skin breakdown, Waterlow tools had been completed to support staff in identifying the severity of the risk of skin breakdown. Where a person had been identified as being at risk of skin breakdown, equipment such as airflow mattresses and pressure cushions were implemented.

The provider had policies in place in respect of evidence-based good practice, and these were regularly reviewed.

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 knew people’s needs well and could communicate these to visiting health professionals.

There were systems in place to ensure people’s information could be effectively shared internally and externally, including person-centred documentation, and where there were changes to people’s care, this was shared effectively internally and externally. Staff undertook daily handovers to discuss people’s needs and the plans for the day ahead.

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.

The service worked closely with their local GP surgery and District Nursing team to ensure positive outcomes for people. One staff member told us, “I am always liaising with the GPs. I don’t do a shift where I’m not contacted the GP for something.”

Staff were alert to changes in people’s presentation that might indicate a deterioration in health or wellbeing. Any concerns were escalated and shared during handovers to ensure continuity of care.

People were supported to receive vaccinations where appropriate to help them stay healthy, and opticians and chiropodists visited the service.

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 experienced a positive environment whilst residing at the service, which lead to good outcomes for them. One person stated, “I am involved with my care. I do know what’s going on. Since coming here, I enjoy joining in with the activities. I’m walking more too. The other day I went for a walk around the garden.” A relative said, “The staff are lovely, they’ve very good and patient and make [family member] and us feel like part of the family. Everyone knows your name.” This positive environment was beneficial to people’s wellbeing and quality of life.

The registered manager had a clinical risk register to monitor people’s health conditions and ensure that any deterioration was escalated in a timely manner.

The service had engaged with service improvement schemes which improved the quality of people’s care. The service had implemented Care Fit for VIPs, and a holistic Namaste programme, both which helped improve the lives of those living with dementia. The service also appointed ‘champions’ in key areas such as Dementia and Safeguarding.

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

The leadership team worked within the principles of the Mental Capacity Act 2005 (MCA). The MCA provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. 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 Mental Capacity Act (MCA).

Assessments were now carried out, around people’s mental capacity and care records contained relevant information. Records now captured all the relevant others involved in Best Interest decision making, where people did not have the mental capacity to give consent. Staff received training in MCA and now understood its principles.