Craven Nursing Home Limited

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 registered manager and the provider made sure people’s health, care, wellbeing and communication needs were effectively assessed and reviewed with them. Staff had a good understanding of each person’s needs, supported by detailed care plans that were person-centred‑ and regularly reviewed. People and relatives told us staff understood their preferences and responded promptly when needs changed. Staff demonstrated an accurate understanding of people’s needs, including medication needs, falls risks and mental capacity considerations. Visiting professionals told us staff provided clear handovers and acted on guidance promptly. Staff were alert to changes in people’s conditions, reviewing concerns in clinical huddles and daily meetings.

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 followed structured protocols and used evidence based tools which provided real time clinical oversight. Care plans were personalised and linked to people’s needs. People and relatives consistently reported that staff delivered high quality care, with positive outcomes noted such as safe administration of medication, good nutritional support, and responsive management of changing clinical needs.

The staff 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. The registered manager worked hard to create a culture which made sure staff worked well together and with external professionals. Staff across the service communicated effectively through daily huddles, supervision, and routine clinical discussions. Health professionals reported strong partnership working and stated they had no concerns about the service. People and relatives told us staff were coordinated, consistent and quick to respond. People said staff consulted them and acted on their feedback.

The service 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 were encouraged to participate in varied activities that supported physical and emotional wellbeing, including community outings, themed days, baking, music and individual trips meaningful to them.People and relatives said staff promoted choice and enabled people to live full and active lives. One person described being able to go for walks or choose when to get up, eat, or rest.Staff monitored weight, dietary needs and hydration, with referrals made to GPs and specialists when needed. Mealtime experiences were positive and tailored to people’s needs.

The provider and registered manager 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. There was a system of thorough robust audits, governance checks and reviews to monitor and improve outcomes. Staff shared learning through meetings, handovers and reflective practice discussions, contributing to a positive learning culture. Staff worked effectively with external partners and demonstrated a collaborative approach which benefitted people. People and relatives described consistent, reliable support that led to positive day today outcomes, including good symptom management, prompt help and improved wellbeing.

People were told about their rights around consent and respected these when delivering person-centred care and treatment. The staff team made sure people were supported to consent to their care. Where people could give consent, this was clearly recorded and reviewed, and staff demonstrated an understanding of people’s preferences. For those unable to consent, mental capacity assessments and best interest decisions were in place, supported by Deprivation of Liberty (DoLS) applications where required. People told us staff always asked before providing support and respected their choices about routines, food, clothing, and personal care. Relatives confirmed staff regularly checked people’s ongoing preferences. Staff received training and guidance on the mental capacity act, and leaders monitored the consistency of records through audits and care reviews.