Highmarket House

Updated 25 December 2020

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.

As part of CQC’s response to care homes with outbreaks of coronavirus, we are conducting reviews to ensure that the Infection Prevention and Control practice was safe and the service was compliant with IPC measures. This was a targeted inspection looking at the IPC practices the provider has in place.

This inspection took place on 17 December 2020 and was announced.

Updated 25 December 2020

The inspection was carried out on 14 May 2018 and was unannounced. Highmarket House is a newly registered purpose built residential care home. This was our first inspection of the service and we rated the service as ‘Good’ overall.

People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection.

Highmarket House accommodates up to 73 people in one adapted building. The service supports older people and younger adults with a range of conditions and includes support for people living with dementia. At the time of the inspection there were 17 people using the service.

There was a registered manager in post. 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.

Throughout the inspection there was a cheerful, relaxed atmosphere. We saw many kind and caring interactions which valued people as unique individuals. The registered manager led by example, promoting a positive, person-centred culture. Staff knew people well and had developed positive relationships.

People enjoyed a range of activities both inside and outside the service. Staff used their knowledge of people's life histories and likes to ensure activities met their individual needs.

Staff were well supported and felt valued. Staff completed a range of training and development activities to ensure they had the skills and knowledge to meet people's needs.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice.

People received food and drink to meet their dietary needs and made choices from a varied menu. Where people were at risk of malnutrition this was identified and steps taken to minimise the risk.

Care plans were person-centred and gave clear guidance to staff in how people wished their care needs to be met. Care plans were developed with people and relevant others to identify how people wished their care needs to be met. The service was responsive to people's changing needs.

Risks to people were assessed and there were plans in place to manage the risks. Medicines were managed safely and staff responsible for administering medicines were trained and their competencies regularly assessed.

The registered manager ensured there were sufficient staff to meet people's needs and staff had time to spend chatting with people and time to take them out.