Heath 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,treatmentand support achieved good outcomes and promoteda good qualityof life, based on best available evidence.

At the last inspection we rated this key question as good. At thisinspectionthis key question hasremainedgood. 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,wellbeingand communication needs with them.

People’s needs were assessed before moving to the service and they felt the staff were able to meet their needs. People and their relatives told us they had enough information and support to ensure the move into the home and the transition went well. Arelative told us, “Moving into the home was easy as they wereandare very accommodating to[person]havingtheirown personal bits aroundthem.”

Staff told us people’s needs were always reviewed and outcomes shared.A staff member said, “When someone new comes in, we get information about handover and care plans.”We were also told there were daily ‘take 10’ meetings were people’s needs and changes were discussed.

Care plans were developed from a preadmission assessment, and through people’s involvement, which included important health, support information as well as people’s preferences and backgrounds. People and their relatives felt involved in this process.

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-basedgood practice and standards.

People and relatives said they had enough to eat and drink, sufficient choice and support. Aperson said, “The food is nice and there is enough of it.”A relative said, “They seem to like the food especially breakfasts!”Another relative said, “[Person]is fed very well and enjoys most of the food. They are on the ball withtheirdiabetes management.”

Staff were workingin accordance withplanned care needs. The mealtime experience was pleasant, and food looked and smelt appetising.People were offered show plates to help them decide on what to eat. Pictorial menus were available on tables.

Staff were chatting with people, explaining what the meal was.People were offered extra helpings and if they were not eating, staff offered encouragement or alternatives.We saw people’s likes and dislikes were known and staff supported this. We saw there was plenty of drinks offered throughout the day.

There were mealtime experience checks in place and monitoring of people’s dietary needs,preferencesand weights. Wherepeople were losing weight,there were plans in place to help improve calorific intake. Fortified meals were provided for those who needed them.

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.

People, and their relatives, told us staff knew them well. They told us if they needed any health care input,this wassought.A relative said, “The care home is very proactive when it comes to [person] seeing health professionals.”

Staff told us they worked with health and social care professionals to ensure people had the right care and support. This included mental health teams, districtnursesand GPs.Feedback from a visiting health and social care professionalstated, “[Registered manager] as far as I can tell runs the home very well and is very knowledgeable about the residents and always supplies me with an update onpeople.”

People’s care plans included a record of information obtained on their admission to the home. This was transferred into and informed the care plan

The provider supported people to manage their health and wellbeing to maximise their independence,choiceand control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People and their relatives told us they felt their physical,emotionaland social needs were met. They said they had plenty to do to fill their time. A person said, “There are always things to do but I sometimes like my own company, they (staff) pop in to see me.”A relative said, “There are a number of activities and, when it is a birthday or celebration, everyone is included and they make a big thing of it and put up decorations.”

Staff we spoke with were knowledgeable about what people enjoyed doing and how to support them to live a healthy life.Staff were familiarwith signs of infection or changesinhealth and knew what action to take. Staff knew how to promote a healthier life for people.

Some people had chosen to stay in bed or in their rooms. Staff were going in routinely to support people to check on them and see if they needed anything. People were being encouraged to join in with activities to help encourage movement and socialisation.

In communal areas people were listening to music on the TV, having one to onechats, and seeing the hairdresser.There was also a seasonal baking session.People had opportunities to getout and about, which included garden centres and museums. There were visiting entertainers who, people told us, they enjoyed. There were events planned based on seasons or important dates. Family members were invited to joinin and attend events.

The provider routinelymonitoredpeople’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’s care needs were reviewed regularly and in between if needs changed.

Staff were able to explain how theymonitoredpeople’s health and wellbeing. They were aware of what action to take if needed.

There were systems in place to have overview of people’s care needs, wounds and infections for example, and this included progress updates.

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

People told us they were able to make their own choices. Weobservedpeople being able to move around the home freely. Relatives felt people had their choices respected.

Staff were aware of the Mental Capacity Act 2005 (MCA). They were able to tell us how they incorporated the principles of the MCA in their day-to-day roles. For example, ensuring choices were offered to people and respected by staff.A staff member said, “I have completed MCA training. In my role, I always assume capacity unless assessed otherwise, support residents to make their own decisions, and follow best-interest processes where necessary. Residents are encouraged and supported to make choices about their daily routines, meals, clothing, and activities.”

People’s care plans included discussions relating to capacity assessments, which detailed how capacity for the decision was assessed.

Plans were clear where people had capacity to make day to day decisions, but more support was needed for more complex decisions. There was a record when Deprivation of Liberty Safeguards (DoLS) authorisations wererequested. A DoLS authorisations tracker was in place so the progress of applications could bemonitored. If anyone had conditions imposed for authorised DoLS these were recorded and staff made aware of how tocomply withthese.