Fairdene 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. The management team worked with people, their relatives and healthcare partners to personalise people’s care and support. The management team advised how they carried out pre-assessments to ensure they were able to meet people’s needs and made sure it was the right home for them.

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.

Managers and staff made sure people’s care and treatment was effective by assessing and reviewing their health, care, well-being and communication needs with them. People, their relatives and health professionals were consulted with when people’s needs were assessed. Care plans reflected people’s communication needs and staff were knowledgeable of how to support people to communicate. People and their relatives were encouraged to get to the know the home before they moved in, and people told us they were involved in their care planning. Staff told us, “We assess people’s needs to make sure we can provide them with the care they need. We continually assess their needs going forward, as unfortunately some people’s needs change, which means we might not be the ideal home for them anymore.” Community professionals told us: “[Registered manager’s] care plans are very personalised around personal care, it says what they actually do, it is very impressive. I often advise other homes to talk to [registered manager] for advice with their care plans.”

The management and staff 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 told us, “I follow what is in the care plan and what we discuss in our meetings. People’s health is very important.” People and their relatives were positive about the food, and the variety to meet all dietary requirements.

The management team 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. Feedback from healthcare professionals was positive around the working relationship they had with the home and good communication. One community professional said, “They support sponsored staff, and they got it right. They have a lot of complex people, and it is very busy downstairs. I have a lot of trust in them.” People told us that staff worked well with other services and health professionals. One person said, “My tooth is wobbly, but they have someone coming in to look at it for me.”

The provider supported people to manage their health and well-being 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 care plans demonstrated they were fully consulted and involved in decisions about their care and support. People were supported to make healthier lifestyle choices, for example, healthy eating and exercise activities. Staff gave examples of how they supported people to make healthy choices. One member of staff said, “We encourage people to eat well and stay healthy, we want to keep them moving and are always looking at new ways to do this. The environment of the home encourages people to get up and look at things, to hold things and stay active and interested.”

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 and their relatives told us that staff monitored and reviewed their needs to ensure they were met. Staff knew people well and when their needs had changed. Staff told us, “We monitor people’s care and what they need in line with what we have recorded in their care plans. They are always under review, so that we can see any changes both good and bad and we can act.”

The management team told people about their rights around consent and respected these when delivering person-centred care and treatment. People were observed being given choices and supported to make decisions throughout the day. Relatives gave examples of how staff ensured that people were involved in decision making as much as they were able to be. Staff understood the Mental Capacity Act 2005 (MCA) and they ensured that they asked for consent and offered choices to people. MCA assessments were recorded in the care plans that we looked at. There was a DoLS tracker in place, so that staff were aware of who was under The Deprivation of Liberty Safeguards (DoLS), any conditions they had and when their DoLS needed renewal. One staff member told us, “We always get consent first, we ask people what we can do, we never just tell them. On some occasions we have to make a best interest’s decision for people, but we always do this respectfully and as the last thing.”