Signature Moorlands Lodge Care Home provides facilities and services for up to 106 older people who require personal or nursing care. The service is purpose built and provides accommodation and facilities over three floors.
The home is known and referred to as Moorlands Lodge. People live in apartments that include studio, one and two bedroom flats. On the ground floor a separate area of the home has been allocated to the care of people living with a dementia as a prime care need. This is known as Livingstone, accommodates up to 20 people and has a secure entrance arrangement. The main building provides care for people described as requiring assisted living. These people are allocated packages of care according to their needs which is provided by the staff working within the home. People have varying needs many leading independent lives with the support of the homes facilities. Couples, where one person required care and support were accommodated, this enabled people to continue living together and for both people to get the support they needed to facilitate this. A few people also lived with mild dementia that required regular prompting and supervision. Other people had more complex health and physical care needs that required management and nursing care. For example people living with Multiple Sclerosis or Diabetes. Moorlands Lodge also provided end of life care under the supervision of the registered nurses and community specialist support.
At the time of this inspection 19 people were living on Livingston and 75 were accommodated within the main building. This inspection took place on 9 and 10 November 2015 and was unannounced.
The service had 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.
The quality monitoring systems and governance systems needed further development to ensure they were used to ensure best practice and to identify shortfalls and demonstrate effective responses. This included robust recruitment practice for staff and volunteers and the establishment of care documentation that was accurate up to date and completed in a consistent way.
People were looked after by staff who knew and understood them well. Staff treated people with kindness and compassion and supported them to maintain their independence. They showed respect and maintained people’s dignity. All feedback received from people and their representatives through the inspection process was very positive about the care, the approach of the staff and atmosphere in the home. Comments included, “I feel totally safe, nothing is too much trouble, it's amazing, the staff are superb,” and “I have no grumbles, I'm looked after very well.”
All feedback from visiting professionals was very positive. They appreciated the skills of staff in responding to people’s needs especially in relation to people who lived with a dementia. They also complimented the team work within the service and with them.
Staff had a good understanding of safeguarding procedures and knew what actions to take if they believed people were at risk of abuse. Staff understood the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS). Senior staff had an understanding of DoLS and what may constitute a deprivation of liberty and followed correct procedures to protect people’s rights.
Staff were provided with a full induction and training programme which supported them to meet the needs of people. Staffing arrangements ensured staff worked in such numbers, with the appropriate skills that people’s needs could be met in a timely and safe fashion. The registered nurses attended additional training to update and ensure their nursing competency.
People were given information on how to make a complaint and said they were comfortable to raise a concern or complaint if need be. A complaints procedure was readily available for people to use.
People were complementary about the food and the choices available. Mealtimes were unrushed and people were assisted according to their need. Staff monitored people’s nutritional needs and responded to them.
People were supported to take part in a range of activities maintain their own friendships and relationships. Staff related to people as individuals and took an interest in what was important to them.
Feedback was regularly sought from people, relatives and staff. People were encouraged to share their views on a daily basis and satisfaction surveys had been completed. The management style fostered in the home was transparent listened and responded to people and staff’s views.