Archived: Warrens Hall Care Home

Updated 9 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 16 November 2020 and was announced.

Updated 9 December 2020

This inspection took place on 10 July 2018 and was unannounced. This was the first rating inspection of this service under the new provider, HC-One Oval Limited.

Warrens Hall 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.

Warrens Hall accommodates 40 people in one adapted building.

There was a registered manager. 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.

People were supported by staff who had received training in how to recognise for signs of abuse and were aware of their responsibilities to report and act on any concerns they may have. Staff were aware of the risks to the people they supported and how to manage those risks. People were supported to received their medicines as prescribed by their doctor.

Systems were in place to ensure people were supported by a group of staff who had been safely recruited. Staff benefitted from an induction that prepared them for their role and training was provided to ensure staff were equipped with the necessary skills and knowledge to meet people’s needs.

Staff were aware of people’s dietary needs and preferences and people were supported to maintain a healthy diet. People were supported to maintain good health and were provided with access to a variety of healthcare services. People had access to plenty of fluids during the hot weather.

Staff obtained people’s consent prior to offering support. 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.

Staff were described as kind and caring and were happy with the care they received. Staff treated people with dignity and respect and supported people to make decisions regarding how they spent their day. Staff made time to acknowledge people and pass the time of day. People were encouraged and supported where possible, to retain their independence.

People were involved in the development and review of their care plans and their views were respected. Staff knew people well and what was important to them. Families felt welcomed into the home and efforts were made to support and maintain relationships. There was a system in place to record and respond to any complaints received and people were confident if they did raise concerns, they would be listened to.

The registered manager and new provider had worked hard to ensure the transfer of ownership had gone smoothly resulting in people speaking positively about this. The registered manager was well respected and staff felt supported and listened to. There were a number of audits in place to assess the quality of the service and drive improvement. People’s views were also sought and taken on board and where concerns arose action was taken.

The provider had notified us about events that they were required to by law.