Kendal House

Risk assessments were in place to reduce the risks people faced. Staff understood these risks well and worked proactively to anticipate and reduce them.

There were sufficient staff to meet people's needs promptly. The service had only rarely and in exceptional circumstances relied on agency staff.

The provider had safeguarding and whistleblowing policies in place. Staff knew how to identify potential for harm and abuse, and what to do if they had concerns. Staff worked well with external partners to keep people safe, for instance through sharing up to date information on people's changing needs, or accessing additional training.

The registered manager reviewed incidents to identify any emerging patterns.

The outdoor space was used effectively, with well-maintained lawn areas and space at the rear for outdoor visits and events.

Staff were recruited safely, with pre-employment checks in place. They received an initial induction, regular refresher training and competence checks.

Medicines were stored and administered safely. The registered manager and staff demonstrated a strong understanding of people's medicines needs. Auditing and governance regarding medicines administration and competence checks could be strengthened to look in more detail at good practice.

We have made a recommendation about this.

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 understood people's nutritional needs and gave people a range of meal options. Feedback regarding meals was positive and the kitchen was clean and well equipped. Staff used nationally recognised tools to monitor risks associated with malnutrition. They worked well with dietitians.

Activities were varied and led by an enthusiastic activities co-ordinator. When group activities had not been possible due to COVID-19 restrictions they had supported people on a 1:1 basis. The service had strong local links, which helped with activities planning and provision.

Staff worked closely with external nursing support when people neared the end of their lives, to ensure they could remain in their home, where possible.

The registered manager was well respected by staff and external partners. Feedback from external health and social care professionals was positive regarding the registered manager and the team. The culture was open and supportive.