Rock House Residential Home

The provider had a proactive and positive culture of safety, based on openness and honesty. The provider shared safety concerns quickly and appropriately with the local authority. Members of staff confirmed they had access to policies and procedures and they knew what to do if they suspected harm or abuse. People’s care plans were detailed and person-centred. Risks associated with care and support had been assessed and actions to mitigate and reduce risks were identified. The provider made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. Administration of medicines was managed safely. There were systems and processes in place to audit and review medication administration record (MAR) charts.

People’s needs were assessed and recorded in person-centred care plans. There were regular reviews and people, and their families, were involved in these discussions. The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. The provider worked well across teams and services to support people. Health and care professionals were complimentary about the service and the registered manager. People’s capacity to consent to care was assessed and recorded in their care plans. Assessments were decision-specific in line with the Mental Capacity Act 2005 Code of Practice.

Members of staff always treated people with kindness, empathy and compassion and respected their privacy and dignity. People were treated as individuals and members of staff made sure people’s care, support and treatment met their needs and preferences. The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. The provider cared about and promoted the wellbeing of their staff and supported and enabled them to always deliver person-centred care.

People’s care plans were personalised which supported the delivery of person-centred care and support. There was good communication between teams of staff at shift handover meetings which supported continuity of care. The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. The registered manager made themselves available to talk to people and their families about any concerns or ideas about care 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.

The provider had a shared vision, strategy and culture. The registered manager and the management team were clear about the direction and values of the service. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. 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. There were good relationships with local health and care professionals which contributed to and supported improved outcomes for people who lived in Rock House Residential Home.