The inspection was carried out on 12 November 2015 and was unannounced.
The home provided residential accommodation and personal care for older people living with dementia. The accommodation was provided over three floors. A lift and stair lift was provided for people to move between floors. There were 26 people living in the home when we inspected.
There was a registered manager employed at the home. 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 home is run.
The Care Quality Commission (CQC) monitors the operation of the Deprivation of Liberty Safeguards (DoLS) which applies to care homes. Restrictions imposed on people were only considered after their ability to make individual decisions had been assessed as required under the Mental Capacity Act (2005) Code of Practice. The registered manager understood when an application should be made. Decisions people made about their care or medical treatment were dealt with lawfully and fully recorded.
Prior to this inspection we received information of concern about the management of medicines and the management of training. These concerns could not be corroborated at this inspection.
There were policies and a procedure in place for the safe administration of medicines. Staff followed these policies and had been trained to administer medicines safely.
New staff received an induction and training was on going and planned in advance. Supervisions and appraisals for staff were taking place in line with the providers policy.
We observed people who looked relaxed and safe. Relatives told us that their loved ones were well cared for and safe in the home. Staff had received training about protecting people from abuse. Staff understood their responsibilities to protect people from harm. The management team had access to and understood the safeguarding policies of the local authority and followed the safeguarding processes.
Recruitment policies were in place. Safe recruitment practices had been followed before staff started working in the home. The registered manager ensured that they employed enough staff to meet people’s assessed needs. Staffing levels were kept under constant review as people’s needs changed.
People had access to GPs and their health and wellbeing was supported by prompt referrals and access to medical care if they became unwell and additional care from community nursing teams.
The registered manager and care staff used their experience and knowledge of people’s needs to assess how they planned people’s care to maintain their safety, health and wellbeing. Risks were assessed and management plans implemented by staff to protect people from harm.
Incidents and accidents were recorded and checked by the registered manager to see what steps could be taken to prevent these happening again. The risk in the home was assessed and the steps to be taken to minimise them were understood by staff.
Managers ensured that they had planned for foreseeable emergencies, so that should they happen people’s care needs would continue to be met. The premises and equipment were maintained to keep people safe.
People and their relatives described a home that was welcoming and friendly. Staff were upbeat and happily provided friendly compassionate care and support. People were encouraged to get involved in how their care was planned and delivered. The care planning systems in the home took account of people’s independence and rights to make choices.
The registered manager involved people and relatives where appropriate in planning their care by assessing their needs and asking them about their lives and histories. This helped staff deliver care to people as individuals. After people moved into the home they were asked on a regular basis about their experiences of the care they received. Each person had a key worker and we observed that staff knew people well.
Supported by the registered manager and staff, people benefited from a highly motivated and creative activities lead who promoted individualised and group activities we observed people enjoying.
The registered manager and staff understood the challenges people faced from their dementia. They demonstrated a commitment to work with other health and social care professionals and do all they could to work through some of the issues people faced. Staff encouraged and supported people to maintain their health by ensuring people had enough to eat and drink.
If people complained they were listened to and the registered manager made changes or suggested solutions that people were happy with. The actions taken were fed back to people.
The home was well led by an experienced registered manager. The registered manager had a wider management support network so that they could keep up to date with best practice in social care. Staff and relatives told us that managers were approachable and listened to their views. The registered manager and other senior managers provided good leadership.