26 June 2018
During a routine inspection
Kara House is a ‘care home’. 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.
Kara House is a large detached home in Sale. Accommodation for people is situated over three floors. A basement area provides storage areas and offices for managers, senior staff and a staff room. There are three large lounges and a large extension provides space used as a dining area or for activities. There is access via steps and a ramp to a fully enclosed garden, with a level paved area with seating. The care home accommodates up to 39 people in one adapted building. At the time of this inspection the home was providing care and support for 32 people.
The home has 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.
Person centred care plans and risk assessments were in place. These provided guidance and information about people’s support needs, their likes, dislikes and preferences and how to mitigate any identified risks. Staff we spoke with knew people and their needs well. Care files were reviewed each month. People and their families, where appropriate, were involved in these reviews and felt well informed about care and support provided.
The home had effective systems for ensuring concerns about people’s safety were managed appropriately. A safe recruitment process was in place. Staff completed a thorough induction programme and regular checks were made on their development, knowledge and well-being in the role. Staff received refresher training on an annual basis and for staff who wanted to undertake additional on- line training in subject areas that were of interest to them these were made available.
Improvements had been made to the home. The ground floor décor was neutral in colour with photographs and pictures displayed in corridors and the service was clean and well maintained throughout.
The service was working within the principles of the Mental Capacity Act (2005). A capacity assessment tool was used and applications made for a Deprivation of Liberty Safeguard (DoLS) if a person lacked capacity. The Care Quality Commission were informed of any authorisations granted.
Staff had regular supervisions. Staff meetings were held, which were open discussions. Staff were given the opportunity to make suggestions on how to improve practice. Staff felt supported by and involved with the service.
People we spoke with expressed satisfaction with the food and drink provided in the home. They told us that meals were good and there was always plenty to eat and drink. We saw that people were consulted about the meals on offer and for new menu ideas.
There were policies and procedures in place around respecting equality and diversity, so that people were treated equally. People told us they felt included and not discriminated against.
People we spoke with were complimentary about the service. One visitor explained to us how well care workers knew their relative and how involved their family member had been in the care planning process. Staff had the preferences and wishes of people at the centre when arranging their care and support in conjunction with them.
Kara House had a complaints policy in place. Issues raised verbally had been recorded and responded to.
An activities programme was in place. The activity coordinator carried out group activities and sessions but also devoted time for individuals who preferred one to one activities or going out in the community. People’s cultural and religious needs were being met by the service.
We received positive feedback about the leadership and management within the home from staff, people who used the service and their relatives. It was clear that people living at the home knew who the registered manager was and considered they were a regular presence in the home.
The service worked in partnership with other agencies including health professionals, local authority representatives and volunteers. Quality assurance systems were in place. Incidents and accidents were monitored to identify if there were any patterns or trends. Residents and relatives meeting were held and a survey had been completed with the responses being positive.