Archived: Belamie Gables

The home now had a plan for responding to foreseeable emergencies though this still needed information in the event of evacuation being required.

Staff had been trained on safeguarding vulnerable adults and whistle blowing. They were able to demonstrate their understanding of their role in this. Appropriate steps had been taken where concerns had arisen.

Although there were enough staff to meet people's basic needs, the current staffing levels meant that more complex needs might not always be manageable. They also limited staff involvement in activities, particularly in the mornings and led to some gaps in supervision of communal areas.

Staff training, supervision and appraisals had improved since the last inspection. New staff received a consistent induction.

Management monitoring systems had been improved since the last inspection. The views of people in the home and other stakeholders had been sought and acted upon.

People were happy with the range of activities they were offered and felt that they were safe and well cared for by the staff. Where safeguarding issues had arisen, they had been addressed appropriately. We saw that staff engaged people in activities and treated them with respect and dignity.

Staff told us they enjoyed working in the home and said that the team spirit and atmosphere had improved recently. Staff had received training, although recent staff turnover meant that additional training was required to ensure all of the team had the skills and knowledge they needed. The training records were not comprehensive and lacked an effective overview. The new acting manager had yet to establish a regular cycle of supervision meetings and appraisals to support staff development.

The provider and acting manager had insufficient systems in place to effectively monitor the homes operation. A survey of people's views had been completed but the results were not available.