9 July 2018
During a routine inspection
People were protected from avoidable harm as staff understood how to recognise signs of abuse and the actions needed if abuse was suspected.
There were enough staff to provide safe care and recruitment checks had ensured they were suitable to work with vulnerable adults.
When people were at risk of falling, malnutrition or skin damage staff understood the actions needed to minimise avoidable harm and plans were in place.
The service was responsive when things went wrong and reviewed practices in a timely manner.
Medicines were administered and managed safely by trained staff. Medication competency checks took place together with daily audits to ensure safety with medicines.
People had been involved in assessments of their care needs and had their choices and wishes respected including access to healthcare when required. The service worked well with professionals such as doctors, nurses and social workers.
Care was provided by staff who had received an induction and on-going training that enabled them to carry out their role effectively. Staff felt confident in their roles. Staff knowledge was routinely checked.
People had their eating and drinking needs understood and met. People were happy with the quality of the food and regular satisfaction surveys were in place. People living in the home had daily contact with the chef to discuss nutrition needs and preferences.
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.
Opportunities to work in partnership with other organisations took place to ensure positive outcomes for people using the service.
People's rights were protected because staff acted in accordance with the Mental Capacity Act 2005. The principles of the Deprivation of Liberty Safeguards (DoLS) were understood and were in place as appropriate.
People and their families described the staff as caring, kind and friendly and the atmosphere of the home as homely. People were able to express their views about their care and felt in control of their day to day lives. People had their dignity, privacy and independence respected.
People had their care needs met by staff who were knowledgeable about how they were able to communicate their needs, their life histories and the things and people important to them.
A complaints process was in place and people felt they would be listened to and actions taken if they raised concerns. The service actively encouraged feedback from people, relatives, staff and professionals.
People’s end of life wishes were known including their individual spiritual and cultural wishes.
The home was in the process of reviewing the activities they offered people and were planning on making improvements to their activity programme. A dedicated member of staff had been appointed to co-ordinate this.
The service had an open and positive culture that encouraged the involvement of people, their families, staff and other professional organisations. Relatives and professionals were confident in the service.
Leadership was visible and promoted teamwork. Staff spoke positively about the management team and felt supported.
Audits and quality assurance processes were effective in driving service improvements. Outcomes had clear actions that were followed and reviewed.
The service understood their legal responsibilities for reporting and sharing information with other services.