Archived: Cleeve Hill Nursing Home

Updated 6 November 2015

We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008, to look at the overall quality of the service, and to provide a rating for the service under the Care Act 2014.

The inspection took place on 7 and 8 October 2015 and was unannounced. One inspector, an inspection manager and an expert by experience carried out this inspection. An expert-by-experience is a person who has personal experience of using or caring for someone who uses this type of care service. The expert’s area of expertise was the care of older people and people living with dementia. Before the inspection, the provider completed a provider information return (PIR). The PIR is a form that asks the provider to give some key information about the service, what the service does well and improvements they plan to make. We used the Short Observational Framework for Inspection (SOFI). SOFI is a way of observing care to help us understand the experience of people who could not talk with us. We also reviewed information we have about the service including past inspection reports and notifications. Services tell us about important events relating to the service they provide using a notification. Information had been shared with us by a local authority quality assurance team and Healthwatch.

As part of this inspection we talked with 17 people living in the home and seven visitors. We spoke with the manager, a representative of the provider, three nurses, six care staff, three domestic staff, a chef and maintenance person. We reviewed the care records for six people including their medicines records. We also looked at the recruitment records for six staff, training records for nine staff, quality assurance systems and health and safety records. We observed the care and support being provided to people. After the inspection we contacted eight health and social care professionals.

Updated 6 November 2015

This inspection took place on 7 and 8 October 2015 and was unannounced. Cleeve Hill Nursing Home provides accommodation for up to 50 people. At the time of our inspection there were 39 people living there. Up to six people can be cared for in the Winchcombe Unit which provides intermediate beds for people needing end of life support or rehabilitation. The staff employed in this unit were recruited, supervised and trained by a local hospital.

There were four people in the home living with dementia and 10 people with short term memory loss. All bedrooms, apart from three, had en suite facilities. People had access to shared bathrooms and shower rooms as well as living and dining areas. People staying at the Winchcombe Unit had single rooms with en suite facilities.

Cleeve Hill Nursing Home is currently registered to provide the regulated activity, Transport services, triage and medical advice provided remotely. This regulated activity was no longer being provided from this location and was not inspected as part of this comprehensive inspection. The provider is in the process of removing this regulated activity from Cleeve Hill Nursing Home and registering this regulated activity at another location.

There was not a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission (CQC) to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act and associated Regulations about how the service is run. A manager had been appointed and they were in the process of applying to become registered with CQC.

People living at Cleeve Hill Nursing Home received personalised and individualised care which reflected their wishes, likes, dislikes and preferences. They had accommodation which was maintained to a high standard and which was due for further refurbishment. People enjoyed a range of activities both inside and outside of the home seven days a week. Activities co-ordinators were employed to deliver these alongside external providers who delivered Zumba and Tai-Chi. Individual activities were provided for people who preferred to remain in their rooms. People had meals provided to a restaurant quality and with a wide range of choice. People who had specific dietary needs were catered for.

People staying for a short period of time at the Winchcombe Unit had care records which clearly identified their treatment and any changes in the health or well-being. Upgrades to the environment had been made by Cleeve Hill Health Care in response to infection control issues. They enjoyed catering supplied by the care home.

People’s health and well-being was monitored and when changes occurred referrals were made to health care professionals. Relatives said they were kept informed of any changes and involved in decisions about their loved one’s care. People had personal profiles in their rooms reflecting those important to them, their wishes for care and support as well as end of life care. When people needed help to make decisions, their legal representatives were involved and any decisions taken were made in their best interests. People said they felt safe living in the home and relatives were reassured that they were well looked after.

People were supported by sufficient numbers of staff to meet their needs. Staffing levels were flexible and monitored closely to make sure they responded to people’s changing needs. Staff had access to a range of training to equip them with the skills and knowledge to support and care for people. They said they were well supported to develop in their role and spoke positively about working together as a team.

People were involved in quality assurance processes to give feedback about their experience of their care. This feedback along with feedback from their relatives, staff and community professionals was used to make improvements to the service. Relatives and staff spoke highly of the manager and recognised the need for consistent management to embed improvements.