Albany House - Doncaster

The provider had a proactive and positive culture of safety, based on openness and honesty. The management team listened to concerns about safety and investigated and reported safety events. Safeguarding concerns were shared quickly and appropriately. People who lived in Albany House – Doncaster told us they felt safe. We saw evidence the provider followed the principles of the Mental Capacity Act 2005 (MCA) to review people’s capacity and understanding around receiving care and support. People’s care plans were person-centred and described how people preferred their care and support to be delivered. The provider monitored risks associated with the care home environment, however, we found some radiators in communal lounges, corridors and bedrooms were very hot to the touch and some wardrobes were not fixed to the walls. The provider took immediate action and we received assurance additional steps had been taken to mitigate the risk associated with the concerns we identified. Members of staff were recruited safely and they received regular supervision and training relevant to their roles. There was a mixed response from people about the availability of members of staff. The administration of medicines was managed safely and members of staff received appropriate training and support to ensure safe administration processes were followed. However, we identified some protocols for ‘as and when’ medication were missing. We raised this with the registered manager and they took immediate action and protocols were put in place whilst we were on-site. Following our site visit, the provider carried out a medication audit to ensure protocols were in place for all ‘as and when’ medications.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. Members of staff supported people to live healthier lives and where possible, reduce their future needs for care and support. The provider routinely monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent.

Members of staff were kind and caring. We observed them delivering compassionate care and support. The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Members of staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Care and support was person-centred. People’s care plans were developed collaboratively with people and their families. The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.