Clifden House Dementia Care Centre

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 since the provider changed their registration. This key question has been rated good.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 registered manager told us told us how they carried out care plan audits weekly over 2 months, and how all team leaders are involved in this process. One relative told us, "[Name] care plan was updated recently. I always get a call if anything is wrong, and the manager is very approachable." Another relative told us, "The staff really know their care needs I feel."

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. Records showed the use of nationally recognised tools for example the Malnutrition Universal Screening Tool (MUST) for monitoring people’s weight. Details were given to staff on how to minimise these risks, for example, turning charts to reduce the risk of pressure damage were in place. One relative told us, "The staff are always helpful and know [Name] well."

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. The registered manager told us, “We have a very good team, and they seem to gel. Any problem they raise with me or the team manager.” Staff were observed working well together and supporting each other when needed. Referrals were made to community healthcare professionals when people needed. One relative told us, "They are great, they always keep me up to date with anything that is going on, they are kind to me and all talk to me. I took [Name} to hospital, when I came back they give me lunch, they are very kind to me and look after me and ask about my family." Another relative told us, "[Name] responds really well to the staff."

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. The chef demonstrated a good knowledge of people’s dietary requirements. There were two options each day, at least one of which could be adjusted to meet people’s needs. People were routinely weighed and care plans included if their weight was being monitored, and any support they might need with their nutrition. One relative told us "You can always tell if someone is eating well or not. Drinks are always encouraged, and they have cake in the afternoon.” Another relative told us, "She enjoys the food, but is a grazer and they are aware of that and will encourage her with food."

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. Staff were knowledgeable of people’s needs and when they needed support. For example, staff knew when people were showing signs of infections and contacted the GP. One relative told us, "When they first went in, they behaved very strangely, but turned out they had a bad urine infection, but that was not picked up, but now they pick up everything that is not right." Another relative told us, "The home was concerned about him losing weight, so have arranged for him to have a scan.”

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. People can only be deprived of their liberty to receive care and treatment when this is in their best interests and legally authorised under the MCA. In care homes, and some hospitals, this is usually through MCA application procedures called the Deprivation of Liberty Safeguards (DoLS). DoLS had been applied for, where required, and was monitored to ensure they remained relevant for individuals. The registered manager said they had worked closely with external partners to strengthen mental capacity assessments recently. Consent was recorded in people’s care plans and staff were knowledgeable about the Mental Capacity Act 2005 and were observed throughout the day asking people for consent. Staff told us, "If they choose to stay in their rooms, we have a sensor mat and ask families for consent for this. They are checked every 30 minutes and if they have a history of falls, then every 15 minute checks." Another staff member told us, "We prefer their choice, we will ask their permission every time."