Dunniwood Lodge

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 71 (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 needs were assessed and care provided in line with people’s preferences. A member of the management team met with people and their relatives prior to them moving into the home. This was to ensure people’s needs could be met, and to assess if they needed any equipment. Information documented in care plans were up to date and showed evidence that people and their relatives were involved in reviews and assessments about their care and support. People's needs are assessed every 3 months unless any changes occurred.

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's dietary requirements were adhered to, and people were supported to access food and fluid to meet their needs. However, we found more emphasis was required to provide a better environment for people living with dementia. The acting manager had recognised this and was in the process of improving things such as signage.

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 had systems in place to support good information sharing. Handover sessions were carried out when staff teams changed, usually every morning and evening. This ensured important information was passed on to the staff team.

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. Staff and leaders worked closely with healthcare professionals to ensure people had access to appropriate support and services. Staff followed guidance and advice from healthcare professionals to support people to live healthier lives. Staff and leaders had a good working relationship with the local GP practice with an advanced nurse practitioner visiting the service on a weekly basis. There was also close links with the district nursing team and other professionals such as physiotherapists, dieticians and tissue viability nurses.

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 by staff who knew them well and supported them to achieve their goals. Staff looked for ways to ensure people’s outcomes were met. For example, 1 person wanted to meet a particular famous person, and a tribute act took place at the home. Some people were supported to place a wreath at the Royal Air Force for VE day.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. Consent to care and treatment was sought and people were involved in decisions about their care. Where people lacked capacity there was evidence that decisions had been made in the persons best interests. The provider 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. Some people had Deprivation of Liberty Safeguards (DoLS) in place. The acting manager had a record of DoLS and kept this under review.