Robinson House Care Home

The service had two flexi beds, which supported people in the community that had gone into crisis, and two end of life beds. The service worked closely with commissioners of the services to support these very vulnerable people and their families.

People were protected from the risk of abuse because there were clear procedures in place to recognise and respond to abuse and staff had been trained in how to follow the procedures. Where safeguarding concerns had been raised these had been addressed.

Systems were in place to ensure people were safe including safe recruitment processes. There was sufficient staff to keep people safe and respond to their needs.

People continued to receive effective care. Staff had the skills and knowledge required to support them. Staff received training and support that was relevant to their roles. There were some gaps in the frequency that staff received supervisions. However, the new manager was aware and had developed an action plan to address.

People's healthcare needs were monitored by the staff. Other health and social care professionals were involved in the care and support of the people living at Robinson House. Feedback from health and social care professionals was positive in respect of the care delivery, timely referrals and following their advice.

The home was homely, clean and met the needs of people they were supporting including those people living with dementia.

Care was person centred and based on the wishes of the individual. Relatives had been involved in how their loved ones were supported. There was good communication between staff and relatives. People were

supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible.

People were supported to have meaningful occupation and had access to daily organised activities. Homemakers were responsible for helping with social activities, either in small groups or individually with people. Staff were attentive in their approach and showed empathy. They knew people well.

People were involved in making decisions, had access to a complaints procedure and their views sought through surveys and care reviews. The service had been accredited with the Gold Standard Framework for their end of life care. Staff supported people exceptionally well in this area continuing to provide a very person-centred approach, taking into consideration the wishes of the person and their family.

There were various systems in place to ensure that aspects of the service were quality assured and actions taken, where shortfalls were identified. The provider was very much part of the service, driving improvements and supporting the team. The manager and staff worked with other organisations for the benefit of people using the service. The new manager and provider had developed a robust action plan to drive improvements and was planning to spend more time in the home working alongside staff enabling them to get to know people.