Fourways Residential Home

Assessments of people's needs were comprehensive, identified expected outcomes and were reviewed and updated regularly to ensure they reflected people's changing needs. The management team supported staff to maintain their professional skills and worked well with partners to make sure staff were trained to follow best practice. People were encouraged to eat a healthy balanced diet and staff effectively monitored the risks associated with poor hydration and nutrition. The management team made timely referrals to relevant professionals and services and staff acted swiftly on their recommendations to achieve good outcomes for people. The manager had sought and implemented guidance from a recognised source to adapt the environment to improve people's quality of life and promote their wellbeing.

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.

The manager and deputy manager inspired staff to be committed to delivering care and support that treated people with compassion, kindness dignity and respect. Staff anticipated people's needs and quickly recognised when people were in pain, distress and discomfort and provided sensitive and respectful care. Staff supported people to be fully involved in decisions about their care.

People were empowered to make choices and have as much control and independence as possible. Staff enabled people to carry out person-centred activities, hobbies and interests, and supported them to maintain relationships that matter to them. Staff actively promoted companionship within the home.

Complaints were dealt with in an open and transparent way and used identified learning to improve the quality of the service. People were sensitively supported to make decisions about their preferences for end of life care. Staff had received additional training to support people who required end of life care.

The management team promoted a strong caring, person-centred culture where people and staff felt valued. Staff were passionate about their role and consistently placed people at the heart of the service. The service involved people, their family, friends and other supporters in a meaningful way. The manager understood their responsibilities to inform people when things went wrong and the importance of conducting thorough investigations to identify lessons learnt to prevent further occurrences. The manager and deputy manager operated robust measures to monitor quality, safety and the experience of people within the service.