Lindhurst Lodge Residential 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 our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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.

People’s needs were assessed before they started using the service and the level of care they needed was kept under regular review. People’s preferences and choices in respect of the care they needed was recorded in their care plans, to support staff to deliver personalised care to each person. People and their relatives had been involved in care planning when the person’s care plan was first developed.

People and their relatives spoke positively about the food on offer and the support they received. One relative said, “[Family member] is a very picky eater but the staff ask them what they wanted anything they fancied on the shopping list.” The chef was aware of who was on a specialised diet and told us people had a choice of what they would like to eat. If a person didn’t like what was on the menu, an alternative would be offered. Monitoring tools were in place including skin care and nutritional risk assessments to ensure people were receiving the appropriate level of care, tailored to their needs. There was a varied menu which included pictures of the food on offer and fresh fruit, biscuits and drinks were available to people throughout the day.

People and their relatives told us they had access to various healthcare professionals. One relative said, “I can rest easy knowing any concerns about [family member] are acted on and referrals to the GP are made in a timely manner.” Staff felt they worked well as a team. One said, “The staff team works really well together, it’s a really wholesome team.” Partners said any referrals would be made to their services in a timely manner. We saw evidence of referrals being made to various healthcare professionals including the dietician and speech and language therapy team which was evidenced in people’s care plans.

The service supported people to manage their health and well-being to maximise their independence, choice and control. Health care professionals were involved in people's care and support. This was evidenced in people’s care plans. We saw advice was followed to ensure people’s needs were met. The service promoted people’s wellbeing. Relatives were kept informed about their family member's wellbeing through regular reviews and communication. There were processes in place to review and monitor people’s health and well-being. These were clearly detailed in people’s plans of care.

People’s care, treatment and outcomes were monitored to ensure the staff to provide care which reflected their needs. The staff monitored people’s food and fluid intake and their health and wellbeing. The care planning system identified and alerted staff of any risk such as low fluid intake or weight loss. The staff then discussed this and adjusted the care provided, to make sure the person’s needs were being met. Other professionals were also contacted when needed. However, we found actions taken to mitigate risks had not always been consistently recorded in the persons care records and reviews. We discussed this with the manager who said they would take immediate action to address this concern.

The provider had suitable systems in place to help ensure staff worked within the principles of the Mental Capacity Act (MCA). People were asked whether they had appointed someone else to make decisions on their behalf, for example by making a power of attorney. This helped to ensure relatives or friends with lawful authority to make decisions for people were appropriately involved. Managers submitted Deprivation of Liberty Standards (DoLS) applications to the local authority to ensure restrictions on people’s liberty were correctly authorised. When authorisations were granted or were made subject to conditions, people's care records were updated. Staff understood the importance of supporting people to make their own decisions. They obtained consent from people before they provided any care and support.