Clifden House Dementia Care Centre

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.This is the first assessment since the provider changed their registration. This key question has been rated good. Good: This meant people’s needs were met through good organisation and delivery.

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 had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. There were good clear processes in place that demonstrated how learning was taken forward. The registered manager had good oversight of accidents and incidents and did an analysis weekly to look for patterns, trends and learning opportunities. We viewed some incidents and accidents, and these were followed up in care plans. We spoke with staff about reporting incidents and accidents and staff were knowledgeable about the correct procedures to follow.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. The registered manager told us when someone was admitted to hospital, prior to their return to the home, they would call the hospital to discuss any changes in needs or medication and request a transfer summary of their hospital stay. They would not agree to people returning after 5pm as this can be disorientating for them. The team leaders had responsibility for areas of the home where they supported, they monitored and updated people’s care plans. One relative told us, "The manager will always update me on anything, and if they phone, will say nothing to worry about and then they let me know what is happening."

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. There was a complaints procedure in place and people knew how to raise concerns if they needed. There was a monthly newsletter for people and relatives and there was a social media page, and photos were uploaded of activities that had taken place . The registered manager told us, "We have handovers AM and PM daily, all residents are spoken about between day and night staff and team managers. Any concerns are logged on the electronic software. This is then cascaded to care staff at handover."

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. There were good clear processes in place that demonstrated how learning was taken forward. The registered manager had good oversight of accidents and incidents and did an analysis weekly to look for patterns, trends and learning opportunities. We viewed some incidents and accidents, and these were followed up in care plans. We spoke with staff about reporting incidents and accidents and staff were knowledgeable about the correct procedures to follow.

The provider made sure that people could access the care, support and treatment they needed when they needed it. The registered manager told us how staff escorted people to appointments and booked taxis for people if required. Staff did specific training around sensory impairments to increase their knowledge and understanding. One relative told us there is great activities at Clifden and they have seen an improvement in their loved ones well-being since being there.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. People’s religious views and wishes were recorded in their care plans. For example, one person was Jewish. Whilst they no longer actively followed the religion, it was still documented to alert staff that they may wish to speak about it at times. For one person it was important to them to go for a walk daily or visit the local shop or pub, this was facilitated by staff. One relative told us, "They have a lot of in-house entertainment and also outside people come in."

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. The registered manager told us, it was very important to get people’s funeral plans before the time comes and explained how they worked with people and families to gather this information. This was detailed in peoples care plans. Staff worked alongside a local hospice and with community nurses to ensure people’s end of life care and needs were met. One relative fed back following the passing of their loved one, the high standard of care and support their loved one received while at the home.