Charnwood house provides accommodation and personal care for up to 57 older people who live with dementia. 57 people were living at the home at the time of our inspection.The inspection took place on 10 August 2016 and was unannounced. The service was last inspected on 18 December 2013 when we found the provider was meeting the regulations.
The registered manager had been in post for the past 12 years. 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.
People were at the heart of the service. The provider's vision and values were understood and shared by the management and staff team. Staff spoke very passionately and demonstrated their commitment to provide high quality personalised care to people. There was a strong person centred ethos, which was embedded throughout the home. This ethos helped to make people feel important, supported and included.
All of the people we spoke with and their relatives told us they felt very safe and were extremely happy with the service they received because they continued to live their lives how they wished to do so. We observed staff always took opportunities to talk with people which encouraged meaningful conversations. Staff were highly motivated to empower people to maintain a sense of purpose and achievement in their lives. People told us staff always showed them respect and encouraged them to maintain their independence and this made them feel valued.
People told us they had built up strong and meaningful relationships with the staff who supported them which was built on trust and respect and care for each other. Staff always spent time with people to listen to their opinions and people were always involved in the planning and review of their care. Care records were very detailed and personalised and people told us they always received their care in line with their wishes. Relatives and visitors were welcomed at the home and were encouraged to be actively involved in people's lives.
Staff understood their responsibilities to protect people from harm and were encouraged and supported to raise any concerns. They understood the risks to people's individual health and wellbeing and risks were clearly recorded in people’s records. Our discussions with staff demonstrated a consistent approach to the management of risks. Accurate and detailed plans were in place to ensure people would receive continuity of care if an unexpected event occurred such as, fire.
The provider's recruitment procedures minimised the risk to people's safety. There were enough qualified, skilled and experienced staff to meet people's needs. People were very complimentary about the support they received from the consistent staff team.
Staff completed training to obtain the skills to effectively support people who lived with dementia. We saw staff put their learning into practice and offered reassurance and comfort to people throughout our visit. Staff told us the provider proactively ensured they had many opportunities to further develop their skills and knowledge.
All of the staff demonstrated an understanding of the requirements of the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS) so that they could ensure peoples' rights were being protected. The registered manager understood their responsibility to comply with these requirements. For people who were assessed as not having the capacity to make all of their own decisions, records showed their families and health care professionals were involved in making decisions in their best interests. Staff always obtained people's consent before they provided care and support.
Mealtime experiences were enjoyable for people and they received a varied and nutritious diet. Staff demonstrated good understanding of people’s nutritional needs and people planned food menus in partnership with the catering manager. Medicines were stored safely and people received their medicines as prescribed. The provider and staff team worked closely with external healthcare professionals to ensure people's health and wellbeing was promoted and maintained.
Staff worked in partnership with people to plan and review social activities. Activities which were specific for people living with dementia provided opportunities for people to express emotions and interact with others in a supportive environment to improve their quality of life. This reflected the provider’s vision for the home.
The provider and the registered manager promoted an open culture by actively encouraging feedback from people, their visitors and staff to put forward their suggestions to make continual improvements at the home. The provider took action to ensure the home was run in-line with people’s wishes. People and their relatives were confident concerns would be dealt with appropriately and fairly. Records showed many compliments had been received and t no complaints had been received about the service in the past 12 months. Staff told us morale was excellent and the management team were very approachable. They felt listened to, supported and valued by the provider.
Effective systems to monitor the quality of the service provided were in place. Analysis of incidents and accidents took place to identify any patterns or trends to reduce the likelihood of further incidents occurring. The analysis was shared with and reviewed by the provider to ensure the home was run consistently in line with their procedures. The provider shared learning across their organisation which enabled staff to compare their performance and learn from others. The registered manager attended regular meetings to reflect on their practice and share ideas for improvements.