Delaheys Nursing Home

The service had an embedded learning culture. People were able to raise concerns and were confident these would be listened to. People experienced safe transfers into the service and referrals to heath partners were safe and timely. People were treated well by staff and kept safe from the risk of abuse, avoidable harm, neglect and discrimination. People had person centred care plans and were involved in planning their care. The environment was clean, bright and homely, with infection prevention measures in place. Staff had relevant training to their role. There were robust recruitment processes which were followed in practice and staffing levels were sufficient to meet people’s needs. Medicines were managed safely, with protocols in place for covert and ‘as required’ medication.

Care was based on latest evidence and good practice. People had enough to eat and drink to stay healthy. Staff monitored people’s health to support good outcomes and worked with healthcare partners to provide a smooth transition between services. Staff gained consent from people to provide care.

People were treated with kindness and compassion. Staff protected their privacy and dignity and were aware of people’s preferences and wishes. People had choice in their care and had access to meaningful activities. Staff responded to people in a timely way. The service supported staff wellbeing.

Care plans were person-centred and regularly reviewed with people and relatives involved if this was appropriate. People had access to health care including referrals to specialists for equipment to meet their needs. People and relatives said they were receiving the care they needed. The way people communicated was recorded in care plans and adjustments made when needed. People knew how to raise complaints and relatives were reminded of how to raise concerns in the monthly newsletter. The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. The service supported conversations about end-of-life care including discussions around advance care plans and preferred place of care.

Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff to develop in their roles. Staff understood their roles and responsibilities. There was a culture of continuous improvement with staff given time and resources to try new ideas. Staff had champion roles to encourage sharing of learning between staff. Leaders had clear oversite to monitor quality through audits and sharing of lessons learned.