Goodson Lodge Care Centre

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.

Managers completed assessments of people’s needs before they were offered a place in the service. Assessments included details of people’s health, mobility and social needs and identified any risks that people needed support to manage. Leaders ensured assessments were ongoing to make sure any changes of needs were identified.

People and relatives told us the assessment process was supportive. One relative told us, ‘Staff were welcoming and answered all our questions’.

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.

Staff used nationally recognised tools to assess people’s health risks. For example, staff were using a recognised tool to assess people’s risks in relation to developing pressure damage. This enabled staff to identify people at high risk and ensure measures were in place to support people effectively.

The provider had a central team of staff who made sure all the provider’s services were aware of good practice and changes to legislation and guidance. Leaders and staff were open to trying new ways of working and changing practice if this meant better outcomes for people.

People we spoke with said they enjoyed the food and felt that portions were sufficient. A variety of menu choices were available and displayed in the dining room areas for people to view. People’s involvement in menu planning was documented in ‘resident’s meetings’. People had been asked for their feedback and suggestions for changes to meal options. We observed a family member supporting a person with their food at lunchtime. This was in line with the person’s assessed need where it had been identified they required support at times with their food.

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.

Records demonstrated the service worked in partnership with health and social care professionals to ensure people’s needs were met. Examples included sharing information with the community nurse for a person who was supported to manage their diabetes and sharing information with a liaison service to support a person to manage periods of distress.

We found staff worked with teams such as Speech and Language Therapy (SALT). If people were identified as at risk of choking, staff contacted SALT for advice and guidance. Records detailed comprehensive guidance for staff about people’s modified diets and associated levels of support. In addition, this guidance had been shared with kitchen staff.

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’s records included their views and input into their health care. Staff regularly liaised with healthcare professionals to ensure health needs were accurate and being met.

Staff had built a small gym for people to use for indoor exercise to help people stay healthy. People’s safety had been assessed and there was a system to ensure trained staff were available to support people when using the exercise equipment.

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.

Staff maintained records of care they had provided, for example, how much food and fluid people had consumed and observations of people’s skin conditions as needed. Records showed changes were shared with healthcare professionals where needed, to ensure people received appropriate treatment.

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

Staff had been trained on the principles of the Mental Capacity Act 2005 (MCA) and understood the importance of gaining consent. People’s consent had been assessed when moving into the service and outcomes were recorded. Where relatives had lasting power of attorney (LPA), the management team ensured copies were seen and recorded in people’s care plans.

Where people lacked capacity to make decisions, staff had followed the MCA and recorded the best interest process outlining who was involved in making decisions.