Compton House Christian Nursing Home

Updated 13 July 2018

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 3 May 2018 and was unannounced. The inspection team consisted of one inspector and an expert-by-experience. An expert-by-experience is a person who has personal experience of using or caring for someone who uses this type of care service.

Prior to the inspection we looked at information we held, as well as feedback we had received about the service. In addition, we looked at notifications that the provider had submitted. A notification is information about important events which the provider is required to tell us about by law. Prior to the inspection we asked the provider to complete a Provider Information Return (PIR), this is a form that asks the provider to give some key information about the home, what the provider does well and any improvements they plan to make. We used all this information to decide which areas to focus on during our inspection.

During our inspection we spoke with 13 people, two visitors, three relatives, five members of staff, the registered manager and a representative from the board of trustees. Following the inspection, we contacted three healthcare professionals for their feedback. We reviewed a range of records about people’s care and how the service was managed. These included the individual care records as well as the medicine administration records (MAR) for three people, two staff records, quality assurance audits, incident reports and records relating to the management of the home.

The home was last inspected on 14 December 2015 and received a rating of ‘Good’.

Updated 13 July 2018

The inspection took place on 3 May 2018 and was unannounced.

Compton House Christian Nursing Home is a ‘care home’. People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection. The home accommodates 27 people in one adapted building.

On the day of our inspection there were 19 people living in the home. The home provides accommodation for older people, some of whom require support with their nursing needs. The home is situated in Lindfield, Haywards Heath. It is a large property, spread over two floors. It has a communal lounge, dining room and well-maintained gardens for people to enjoy. The home had a registered manager. A registered manager is a ‘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 home is run.

People were at the heart of the providers’ and registered manager’s vision and values. These were fully embraced by staff and embedded in practice. People were supported to lead fulfilled, enriched and purposeful lives. People benefited from a forward-thinking and proactive provider and registered manager who strived for excellence and continual improvement.

There was outstanding oversight and constant efforts were made to further develop and improve an already ‘Good’ service. Opportunities were created to enhance partnership working. This encouraged learning and shared good practice and benefited people’s lives. Feedback about the registered manager and the service that was provided, was overwhelmingly positive. Comments from people included, “My quality of life has improved for the better since living here. I am not lonely. I join in activities and the entertainers they bring in are excellent. Talking in the lounge helps pass the time". Another person told us, “I was not happy at the thought of coming here and leaving my own home but now ‘It is my home’”.

The registered manager’s practice as well as that of the service people received, was held in high-regard. They were a key-driver in the continued and sustained outstanding practice. One person told us, “You would be hard pushed to find a manager and deputy so respected by everyone”. Feedback from external healthcare professionals recognised this. The registered manager had been asked to take part in projects with the local authority, to act as a role model and share best practice. A healthcare professional told us, “The manager has always been open and approachable. She is open to new ideas and approaches and guides and supports her staff team sensitively. She is a great leader”.

There was a whole team approach to providing excellent care. Staff were proud to work at the home and people’s care and experiences were paramount. Without exception people told us that staff were kind and caring. People were actively involved in decisions about their care and in the running of the home. It was evident that their wishes and aspirations drove practice. Concerns and comments were listened to and changes made as a result. Staff had an excellent understanding of people’s needs and preferences. Creative ways of working and being open to new developments and opportunities, enabled the registered manager and staff team to ensure people had an exceptional quality of life.

People experienced a responsive service. Staff went the extra-mile to ensure people’s needs, wishes and aspirations were at the forefront of everything they did. There was an extensive and varied range of social activities and opportunities. People’s skills were recognised and they were encouraged to retain and develop these. Some people had enjoyed classes from an art teacher and had entered their work into a local competition. People took part in meaningful, interesting and fun activities that occupied their time and provided stimulation.

Systems and practices ensured people’s safety. People had maximum choice and control over their lives. Sufficient numbers of well-trained and knowledgeable staff ensured that both the physical and social needs of people were met. People had access to healthcare services and medicines when required. People were protected from the spread of infection. People’s safety was fundamental to their care and drove the over-arching practices in place to assure their safety. There was a reflective culture and situations were used as opportunities to learn and develop practice.

People’s needs were continually assessed to provide current and up-to-date support. A coordinated approach to people’s health, with other healthcare professionals, ensured people received good healthcare. People were happy with the food. Innovative projects were used to encourage and improve people’s hydration and nutrition. These had had a direct impact on people’s access to fluids and people’s health had improved.