Archived: Northview Lodge Nursing Home

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 the last inspection we rated this key question good. At this inspection the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. They knew people well and understood their individual needs, including those with complex mental health issues, limited verbal communication, or acquired brain injuries. Professionals consistently reported staff were, “Responsive and open” and shared information promptly when people’s needs changed. One professional said, “My client has been living there for a long time and their needs are generally anticipated. Staff are proactive in keeping me informed.”

Care and treatment was delivered in line with current best practice and supported by evidence-based tools. Staff delivered care in line with current best practice, particularly around mental health support, risk management, and positive behaviour approaches. Staff demonstrated strong understanding of working with people with limited communication, using observation and knowledge of behavioural cues to guide decision‑making. Records included detailed information about people’s physical and mental health, and we saw evidence of regular engagement with psychiatric teams, advocates, pharmacists and community practitioners. A visiting professional told us, “In my experience Northview Lodge are very good at activity planning both internally in the home and external visits and work to engage service users positively and to build skills and develop independence.”

Staff always worked well across teams and services to support people. They shared thorough assessments of people’s needs when they moved between different services, so people only needed to tell their story once. Communication between staff, professionals and families enabled people to benefit from a genuinely collaborative, multi‑disciplinary approach. Professionals consistently praised the service’s partnership working, describing staff as welcoming, organised and communicative. A professional said, “The team is also proactive and will generally inform me by email or phone if there is a significant change with one of my clients in between visits for example when one was admitted to hospital I was messaged about this. They have good relationships with all my clients and I feel they support the emotional and social aspects of their wellbeing and mental health really well.” Staff feedback showed this was embedded in team culture, with several noting the home manager’s visibility and supportive approach. This contributed to coordinated, effective care and consistently positive outcomes for people. Relatives described how staff always sought their views and ‘kept them in the loop.’

Staff supported people to manage their health and wellbeing to maximise their independence, choice and control. People’s nutritional needs and preferences were assessed and well understood by staff. There was a strong emphasis on involving people with menu reviews and choices. The catering staff were flexible and creative, which enabled them to provide a wide range of nutritious meals and tailor this to people’s specific needs. For example, one person had concerns about food being contaminated and catering staff provided meals they liked, packaged in ways that demonstrated it was okay to eat. Staff had a good knowledge of people’s preferences and dislikes, and people were very positive about the food. Staff helped people access healthcare professionals promptly, and relatives described being informed quickly when concerns arose. People’s emotional wellbeing was supported through caring interactions, and staff showed empathy and patience.

The provider monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent, and they fully met both clinical expectations and the expectations of people themselves. Staff and professionals emphasised the service’s balance between independence and risk. One visiting professional said, “People are encouraged to be their full selves.” For example, 1 person had been severely affected by a social phobia and been unable to go out but with staff support they had gradually work on this and was now at a point whereby they could go out in the community and to the local shops. This had been a big change for them. It markedly improved their confidence and given them a sense that they could achieve their goals. Staff described helping residents set up routines, manage risks safely, and maintain emotional wellbeing, stating they aimed to provide, “Purpose and enjoyment.”

Outcome monitoring was embedded in practice. Staff used care plan reviews, incident analysis, medication audits, and reflective discussions to improve care. A nurse said, “Risk is managed proactively. Learning from incidents is openly discussed within the team.” Staff and managers demonstrated commitment to reviewing systems and identifying improvements, and the home manager was described as “innovative” and “creative” in developing staff skills. Case studies outlined various ways in which staff actively problem solved and used solution focused ideas to enable people to live more independent lives.

Professionals praised the service’s impact on people’s wellbeing. One social worker said both their clients were now, “Settled with a good quality of life after several years in inpatient provision.” Others reported positive outcomes associated with independence, emotional stability and community engagement.

Staff meeting notes and feedback showed regular discussions about lesson learning, quality assurance, and improvement planning. Staff stated, “Where lessons are learned, we are given feedback and suggestions ensuring the issue does not reoccur.” Managers maintained strong oversight of audits and performance, creating a culture where continuous improvement was routine. One person told us, “Being here has made such a big difference to my life and all for the good.”

The service told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff understood the requirements of the Mental Capacity Act and associated codes of practice. They appropriately completed capacity assessments and ‘best interests’ decisions. We noted the new forms on the electronic record system better aligned with the MCA requirements for assessing capacity. Staff understood they needed to consider how any restrictions imposed needed to be reviewed via the use of capacity assessments. The service on occasion supported people who were subject to sections of the Mental Health Act 1983 (amended 2007) such as those on leave from hospital under section 17 leave. Staff understood the requirements of this act and its associated code of practice and ensured all guidelines were followed.