St Heliers Care Home

The manager had a clear vision of how the service needed to develop and was striving to develop an open and transparent culture. A governance framework was in place which covered all aspects of the service and the care delivered. Numerous quality assurance audits had been completed. When shortfalls had been identified, plans were in place to continue with the improvements. However, some shortfalls concerning records that were not up to date and inaccurate had not been identified in the audits. The manager took immediate action to address this. We will check that improvements have continued and sustained at the next inspection.

Risks to people's health and safety were identified. The manager had ensured all risks associated with people and the service had been assessed. People were supported with their health needs. The manager had oversight of incidents and accidents and lessons had been learnt when things went wrong.

Improvements had been made in the staff recruitment processes. Staff were recruited safely, and safety checks had been completed before they started working at the service.

Peoples medicines were managed safely, and people received their medicines when they needed them and as prescribed by their doctor. The service worked in partnership with other professionals, and the community when able to do so.

The manager and staff promoted and encouraged person centred care to ensure people were treated as individuals. Staff knew how people preferred to receive their care and support. There were enough staff available to make sure people received the personal care and support that they needed although they did say they were rushed at times. The manager was in the process of increasing the number of staff working on each shift to meet the increasing needs of people. This would also allow more resources for staff to take people out in the local area.

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 support this practice. Staff had received training in a range of subjects, including medicines administration. Audits had identified that some training

and supervisions had fallen behind. There were plans in place to address this shortfall. Staff received support, guidance and advice from the manager. The manager had the skills and knowledge required to meet people's needs. People's health needs were monitored and met. Maintenance of the service had improved and there were on-going improvements. People received a healthy and nutritious diet. When people were unwell or needed extra support, they were referred to health care professionals and other external agencies.

People were protected from the risk of avoidable harm. When concerns were identified about people's safety, information was shared with appropriate stakeholders so investigations could be conducted.

People, relatives and staff were engaged in the service. Their views were listened to and acted on. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice. Staff helped to maintain people's independence by encouraging them to do as much as possible for themselves