Delaheys Nursing 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.

This is the first assessment for this location under the new provider. This key question has been rated 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 provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

The provider had recently moved from paper-based assessments to an electronic system to document assessments and care records. This meant staff could easily see people’s needs on handheld devices, and record people’s daily care notes in a timely manner. There was a robust pre-admission assessment completed to assess people’s needs and to check needs could be met prior to admission. People had their risk assessments and care plans reviewed monthly to ensure these were up to date. If staff noticed changes, care plans were updated accordingly. Staff recorded person centred notes about people’s day, health and wellbeing, which supported handover of information and care reviews. Relatives and people were involved in care planning, where they wished to be. People said staff were extremely knowledgeable about their needs.

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-based good practice and standards.

Staff were aware of individual dietary requirements and could describe what this looked like for different people. People were able to eat and drink when they liked, and food was of a good nutritional value. A vitamin drink was being provided daily to people to help boost vitamin intake and this was available in different flavours.

National assessment tools were in use, for example to consider whether people were at nutritional risk, and to assess their overall level of support need. Staff were aware of signs and symptoms associated with complex health concerns such as diabetes.

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.

Staff worked well together and had regular handovers and team meetings. A staff member was asked about the team culture and said, “I’d say it’s very good we all get along.” Another said, “One of the nice things about working here is the managers want you to suggest ideas, I really like that.”

Group supervisions took place when there had been any incidents that required discussion. This ensured all staff were aware of any new ways of working or any important lessons learned. The service has an encrypted mobile App group for staff members, where information could be passed to all staff.

Staff made referrals to external agencies. There was clear recording of any health care professional’s involvement in people’s records. Relatives told us staff kept them up to date with any changes or issues and were regularly contacted.

There were positive working relationships between staff and other health professionals. A visiting professional told us, “Referrals are always appropriate and the phone or emails are always answered quickly. I have no concerns about the care that is given here.” Another professional said, “They have taken on board my recommendation”.

The provider 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.

Food was freshly prepared onsite, and a varied menu was available. Freshly baked biscuits and cakes were offered most days. Staff were observed prompting independence at mealtimes and offering choices. Menus were in the process of being developed to be displayed on the tables. People had access to health care professionals including dentists and opticians. Oral hygiene care plans were in place. A relative said, “[Relative] has a good wash every day.” Another relative commented, “[Relative] always looks clean. They get the residents to look as good as they possibly can”.

People had access to a well-maintained garden area with a bar. The service had an activities coordinator who designed a programme of activities for people to choose from. This meant people had activities available to enhance their wellbeing. People were involved in the planning of activities. The activities coordinator arranged for external entertainment such as singers and musicians.

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.

The provider had systems in place for monitoring care quality, including audits for medicines, infection control and falls analysis. Lessons from incidents were shared with staff, and safeguarding logs showed appropriate action was taken.

Staff maintained records such as food and fluid charts to monitor changing needs. This meant action could be taken to maintain or improve people’s health. When reviews indicated people needed equipment to improve outcomes, such as pressure relieving mattresses, this was put in place promptly.

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

Staff completed training in Mental Capacity Act 2005 [MCA] and understood the principles of consent. There were MCA assessments and consent forms in people’s electronic records and evidence of these being reviewed regularly. People who had been deemed to lack capacity to consent had a lasting power of attorney [LPA]. Consent to treatment and changes to care plans were discussed with the LPA.