Cavell Park Care 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 newly registered service. 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 service carried out an assessment of people’s needs before they started using the service. People told us they were involved in the assessment process and in making the decision to use the service. One person said, “We came for a visit and then I had an assessment with my family. We visited several homes before we chose this one and I'm glad we did.” Another person told us, “The unit manager visited me in hospital and carried out an assessment. I was very involved.”

Assessments of people’s needs covered their physical and mental health conditions, personal care needs, social needs, communication, nutritional needs, their behaviours, mobility, and skin integrity. Various nationally recognised assessment tools were used such as the Malnutrition Universal Screening Tool (MUST) to assess people’s nutritional needs, and Waterlow to assess people’s skin integrity and risk of developing a pressure ulcer.

The registered manager told us they obtained and reviewed feedback from other healthcare professionals involved in the person’s care and used the information to determine the person’s needs and how to support them.

Staff told us they continued to assess people needs on an on-going basis and updated records to reflect the information gathered about them and their current situation. Staff we spoke with knew people’s needs well.

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.

People’s nutritional and hydration needs and preferences were assessed and planned for. For example, one person’s MUST score showed they were at high risk of malnutrition and dehydration. Staff involved a dietician, and a care plan was developed to support them accordingly. They monitored the person’s weight regularly, supported the person to eat and placed them on liquid food supplements. Staff told us they continued to raise any concerns with the person’s GP and dietician. Individuals with specific dietary needs, including pureed, vegetarian, and gluten-free options, received meals tailored to their preferences.

We observed mealtimes and saw that people were given choices of what to eat and drink. Staff supported people who required assistance to cut up their food. Staff sat with people who required support to eat and encouraged them to eat enough. People were offered extra portions of food if they wanted. Staff interacted well with people and supported them in an unhurried manner. People told us the food was good. One person, stated, “The food is always nice, and I can have a glass of wine if I want.” People were offered snacks, drinks and fruits throughout the day.
 

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 jointly with other services and professionals to ensure people received effective and timely care. Each person had a hospital passport which they took with them when they were transferred to hospital or moved between services. A hospital passport is a document which contains important information about the person and their health needs. Staff shared relevant information about people appropriately with other services to enable smooth transition and to ensure people’s needs were met.
 

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, to reduce their future need for care and support.

People had access to healthcare services they needed to maintain good health. One person told us, “I see the district nurse and I'm under the care of the hospital for my condition.” Another person commented, “I have seen the district nurse as I have a wound and require catheter care.”

People were supported to have regular consultation with their GP if they needed to. Records showed a range of professionals were involved in the care and treatment of people. This included GPs, occupational therapists (OT), physiotherapist, chiropodist and community nurses. Staff made referrals for services and involved other professionals as needed. Staff followed the recommendations made by professionals to manage people’s health conditions and well-being. A professional confirmed that the staff team work closely with them to ensure people’s health care and medical needs were achieved.

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.

Care plans detailed the outcomes expected from the care and treatment delivered to people and staff knew what those outcomes were. Staff monitored people’s conditions and followed the care plans in place to achieve these outcomes. For example, records showed staff checked people's glucose levels, blood pressures and weights where required and reported any concerns appropriately. One relative told us, “They have got to know (loved one) very well and are aware of any changes and will seek advice when necessary.”

Staff showed they knew people well and when to be concerned about them. One staff member told us, “I know what everyone is like day to day. If someone that’s usually very active suddenly become quiet, I want to know what is going on. Maybe they are coming down with something.”

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

People, and their relatives where necessary, gave their consent to the care and treatment they received, and people’s liberty was promoted in line with legal guidance. One person commented, “I can make my own decisions, and we'll let the staff know when I wish to go to bed when I want to get up.” People’s capacity to make specific decisions was assessed and noted in their care plans. Where people had been assessed as lacking capacity to make a decision, relatives and relevant health or social care professionals were involved to make best interests’ decisions on the person’s behalf. We saw best interest decisions made in relation to specific aspects of people’s care. For example, the use of bedrails.

Staff had completed training in the Mental Capacity Act (MCA) and DoLS (Deprivation of Liberty Safeguards) and understood their responsibilities to obtain consent from people in line with the MCA. One staff member told us, “Capacity can fluctuate for some people. We always give people support to make their decisions. Sometimes we give them extra time or use other ways to help them make the decision. We also involve their next of kin.”