Alpine 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

We rated effective as good. We assessed all the quality statements. Staff comprehensively assessed people, so the care and treatment provided met their needs. This included both their mental and physical health and any personal circumstances that needed to be considered and any protected characteristics under the Equality Act 2010. We observed staff interacted positively with people and were kind and caring. Staff worked with partners when assessing people’s needs and shared information to maintain continuity of care. Where people were assessed as lacking capacity to make a particular decision, the provider followed appropriate legislation.

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 and relatives told us they were involved in the assessment of their needs. People’s care needs were regularly reviewed to ensure their needs were met.

Staff used effective tools to support good practice. Staff discussed people’s needs with them, and they were involved in how care and treatment was planned. They were confident they had been listened to and understood. The manager understood the need to involve and listen to people, which is essential for delivering person-centred care.

Processes were in place to ensure people had a comprehensive assessment of their needs, which included consideration of their clinical need, mental health, physical health, wellbeing, nutrition and hydration needs.

People spoke extremely positively regarding the care staff, they told us their needs were met and staff were kind and caring and considerate to what was important to them. One person said, "Staff are good. They always come quick when I have asked."

The manager told us they had a resident of the day, which meant each resident was reviewed in detail once a month. This was overseen by residential team leader and clinical lead. Care plan reviews had been introduced and encouraged with people and family members involvement to ensure that it is accurate and contains important person-centred information. The manager confirmed feedback from people and relatives regarding the care plan reviews had been positive.

The assessment process ensured a person-centred plan of care was developed, including what is important and matters to each person. This ensured effective ongoing care.

People had good, detailed care plans developed with them and their relatives, which were regularly assessed and updated on the electronic care management system. We observed staff interacting with people in a calm and caring way. One person said, “Staff do know me, yes. They know what I like and don't like. They are very consistent and keep a watch on me." We observed staff, they interacted positively with people and were kind and caring. Staff worked well together, were well supported and deployed effectively.

The manager had established clear communication channels to ensure staff were aware of any changes to assessments. This included regular team meetings, handover sessions, and flash meetings. Audits and Quality Checks were carried regularly to ensure that assessments were completed accurately and comprehensively. Any discrepancies or areas for improvement were addressed promptly.

We observed staff, they interacted positively with people and were kind and caring. Staff worked well together, were well supported and deployed effectively.

Processes were in pace to ensure detailed plans of care were in place to be able to work effectively across teams to support people.

Health care professionals were involved in people's care and support. This was evidenced in peoples 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.

The staff told us they involved individuals and their families in care planning, assessing communication needs effectively, and maintaining up-to-date assessments. This ensured care was person-centred.

There were processes in place to review and monitor people’s health and well-being. These were clearly detailed in peoples plans of care.

People’s care was monitored to ensure they received the care and treatment they needed. People told us the care they received was very good. One person said, “They [staff] definitely know me and know what I like. They look after me they are lovely.”

The provider had implemented a new management team, manager, clinical lead and team leader, they worked alongside staff to ensure there was effective monitoring of people’s care and treatment and their outcomes.

The provider had systems in place to ensure people's outcomes were met. The new management team were passionate about ensuring people consistently experienced positive outcomes and promoted this with staff.

People felt consulted. People's capacity and ability to consent was taken into account, and they, or a person lawfully acting on their behalf, were involved in planning, managing and reviewing their care and treatment. Staff consulted people before they provided care or support, We observed staff asking people what they wanted and gaining their consent.

The management team understood the importance of ensuring that people fully understood what they were consenting to and the importance of obtaining consent before care was delivered. The manager told us, this is important from the beginning of the admission process to ensure that consent is gained from the resident or appropriate representative. This is documented within the persons care plan. Also as required decision specific mental capacity assessments are completed for each specific decision and Best interest meetings held.

We checked whether the service was working within the principles of the MCA. The service had policies and procedures in relation to the Mental Capacity Act (MCA) 2005 and Deprivation of Liberty Safeguards (DoLS). Any restrictions in place were in the best interests of the person.