29 October 2014
During a routine inspection
Wentworth House is a care home in the Swinton area of Salford, Greater Manchester. The home is registered with the Care Quality Commission (CQC) to provide personal care for up to 25 people. The home is located in a residential area and accommodation is provided over two floors.
We last visited the home on 25 June 2013 and found the home was meeting the requirements of the regulations, in all the areas we looked at.
Currently, there was no registered manager in place at the home and recruitment for this position was on going. The previous manager had de-registered with CQC in September 2014. A registered manager is a person who has registered with the Care Quality Commission to manage the service and has the legal responsibility for meeting the requirements of the law; as does the provider.
Although we saw that staff received regular supervision as part of their on going development, we saw no evidence of any appraisals taking within the last 12 months. We raised this with the proprietor who acknowledged this as something that needed to be improved upon.
Staff at the home had a good understanding of the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS). MCA and DoLS are laws protecting people who are unable to make decisions for themselves. There were no DoLS currently in place at the home, however staff knew the correct procedures to follow to ensure people’s rights were protected. Staff had received training in the MCA and DoLS which was recorded on the training matrix.
On the day of our inspection the staffing team consisted of the care manager, deputy manager, two care assistants, a domestic and the cook who worked in the kitchen. This was to provide care and support to 24 people. One member of staff had telephoned in sick on the day of our inspection and this was covered instantly by another carer.
Staff spoken with told us they felt supported by the care manager and understood the ethos and values of the home. They felt they could raise any issues and they would be dealt with.
There were systems in place to monitor and review accidents, incidents and complaints. The manager told us they monitored staff training using a training matrix, which identified when updates were required for staff.
We saw the home followed safe recruitment practices which meant people were kept safe as suitable staff were employed, and appropriate checks undertaken.
People’s care records showed their needs had been assessed and care records were regularly reviewed. However, it was unclear to us how feedback from people who lived at the home was used to improve the quality of service provided. Surveys had been sent out in June 2014, but were not analysed. We saw no evidence of any residents meetings taking place at the home. The proprietor told us people’s views were sought during ‘one to one’ sessions, however there were no records to confirm these took place.
People we spoke with and their relatives said they felt able to raise any concerns or complaints with staff and were confident they would be acted upon.
Leadership in the home was good. The care manager and deputy manager worked alongside staff overseeing the care given and provided support and guidance where needed.