We are responding quickly to a small number of concerns raised by CQC at our last inspection
At the recent inspection in September 2017 CQC found that:
The manager had only been in post for four weeks and their appointment had already significantly helped improve the previous lack of management of the service. Their previous experience as a registered manager had equipped them with the skills and knowledge required for their roles and responsibilities. It was evident they were confident and committed to embrace the new challenges and to improve the service. An increase in the provider's oversight meant that a significant number of improvements had been made to help ensure that people were safe and received quality care.
Staff had the knowledge and skills they needed to carry out their roles effectively. They felt supported by the provider and the manager at all times. The manager and nurses had a good understanding of the Mental Capacity Act 2005 (MCA). The care staff understood it's principles and the importance of supporting people to make decisions and protect their rights.
People received a service that was based on their personal needs and wishes. Changes in people's needs were quickly identified and their care amended to meet their changing needs. The service was flexible and responded very positively to people's requests. Staff demonstrated a genuine passion and commitment for the roles they performed and their individual responsibilities. It was important to them those living at the service felt 'valued and happy'.
People benefitted from a service that was well led. People who used the service felt able to make requests and express their opinions and views. Staff were embracing new initiatives with the support of the manager and provider. They continued to look at the needs of people who used the service and ways to improve these so that people felt able to make positive changes.
The provider and manager had implemented a programme of improvement that was being well managed. The manager and provider demonstrated a good understanding of the importance of effective quality assurance systems. There were processes in place to monitor quality and understand the experiences of people who used the service.
There were no restrictive practices and daily routines were flexible and centred around personal choices and preferences. People were moving freely around their home, socialising together and with staff and visitors.
Residents chose to spend time in the lounge, their own rooms or going out in the local community. All staff we spoke with recognised the importance of promoting choice. One staff member told us, "One thing I have noticed since working here is that people always decide what they want to do, staff are very respectful about people's choices".
The meals prepared and served to people were well received. People told us they liked the food and they made choices about what they had to eat. Comments included, "Oh I love the food, it's always very tasty", "The food is fine, there is always something I like", "I'm always asked if I have enjoyed my meal and I haven't had a bad one yet" and, "My favourites are the delicious roast dinners and fish and chips". In addition to morning coffee and afternoon tea and cakes, beverages and snacks were available to people throughout the day. Mealtimes were flexible wherever possible and people were supported if they wished to receive meals in their rooms. The manager and cook had met to discuss future plans and improvements around menu planning. The cook spent time with people and knew them well.