Highgrove Care Home

Processes had not always been used effectively to identify and assess potential risks to people however, staff knew people well and knew how to provide them with the support they needed. The environment was not always safe and governance checks had not always identified shortfalls. People were protected from the risk of abuse. There were enough staff to support people. Staff had the training and knowledge they needed to support people. When things went wrong action was taken to reduce the risk of events re-occurring. People and their relatives were happy with the support provided.

People were supported by staff who were kind and caring and promoted their independence. Staff supported people to make choices. Staff knew people well and knew how they wanted to be supported.

People were well supported by a staff team that knew them well. Staff were happy in their roles. People were happy with the support they received.

Governance systems had either not been established or were not being used effectively. This meant shortfalls we identified at this assessment had not always been identified. The provider, operations manager and registered manager acted immediately to make changes to improve the governance framework and by the second day the concerns we had identified had been rectified. We were shown new audit documents that had been developed following our feedback which covered all the areas that had been missed previously. In addition, the operations manager developed an overall audit to add an extra layer of governance. We also received a reflective account from the operations manager following our inspection to demonstrate their learning and training had been organised for the leadership team to further develop their understanding on how to meet the CQC regulations.

Effective audits were in place to support the safe management of medicines and good communication between staff and the registered manager ensured people’s needs were identified and met. Staff, people and relatives spoke positively about the leadership of the home. There was an open-door culture and the leadership team was approachable.

Partners working with the home to ensure good outcomes for people told us staff worked well with them and this had led to people receiving good person-centred care.