Archived: Clarendon Nursing Home

Updated 11 June 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 was 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.

We undertook an unannounced focused inspection of Clarendon Nursing Home on 29 April 2015. This inspection was completed to check that improvements to meet legal requirements planned by the provider after our comprehensive inspection on 8 and 9 July 2014 had been made. We inspected the service against two of the five questions we ask about services: ‘Is the service safe;’ ‘Is the service responsive.’ This is because the service was not meeting legal requirements in relation to these questions.

The inspection was undertaken by two inspectors.

Before our inspection we reviewed the information we held about the home, this included the provider’s action plan, which set out the action they would take to meet legal requirements.

At the visit to the home we spoke with six people who lived there, three staff, the activities coordinator, the deputy manager and the registered manager. At the visit we looked at four people’s care records and records relating to the call bell system. We also observed the care and support provided to people in the dining room at lunch time.

Updated 11 June 2015

We carried out an unannounced comprehensive inspection of this service on 8 and 9 July 2014. Breaches of legal requirements were found. This was because call bells were sometimes out of peoples reach. The provider did not monitor the call bell system or check how long it took staff to attend to people. People’s care and care records were task based and did not focus on people as individuals with little information about people’s choices, their likes and dislikes and what they liked to do with their time. People were not always provided with the encouragement or support they needed to be involved in stimulating activities or follow their interests and hobbies.

After the comprehensive inspection, the provider wrote to us to say what they would do to meet legal requirements in relation to the breach. We undertook a focused inspection on the 29 April 2015 to check that they had followed their plan and to confirm that they now met legal requirements.

This report only covers our findings in relation to this topic. You can read the report from our last comprehensive inspection, by selecting the 'all reports' link for ‘Clarendon Nursing Home’ on our website at www.cqc.org.uk’

Clarendon Nursing Home provides nursing care for up to 51 people who have various complex needs including mental health, learning disabilities and dementia. There were 43 people living at the home when we visited. There was a registered manager in place. A registered manager is a person who has registered with the Care Quality Commission 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 2008 and associated Regulations about how the service is run.

At our focused inspection on the 29 April 2015, we found that the provider had followed their plan and legal requirements had been met.

Most people had access to call bells in their rooms or had pendants that they could carry with them and allowed them to call staff if they needed to. Risk assessments were in place for those people who did not have call bells.

A system had been developed to monitor staff response time to call bells on each floor of the service.

Improvements had been made to people’s care records which now contained information that focused on people as individuals. People’s life history, hobbies and interests, likes and dislikes were noted together with details of how they would like to be cared for. However, sometimes what was written in people’s care plan was not always carried out in practice, we spoke with the manager about how they were going to make this better.

More one to one activities were available for people to help stop them from feeling lonely or socially isolated. Staff had begun to put people at the centre of their care rather than focusing on the task alone. We observed staff encouraging people to join in with activities and engage with people at lunchtime.