Quinton House

Improvements had been made to governance and clinical oversight. New systems and processes of governance, quality and safety improved clinical oversight and monitoring of the service. There was a real drive, passion and commitment from leadership to continuous improvement within the service and people's outcomes. The clinical manager was being trained as a student nurse assessor with Coventry University, so the service could provide placements for student nurses.

Actions were taken, and lessons learnt in response to any accidents and incidents that occurred. One staff member told us they were confident to report any errors because of the no blame culture within the home.

Staff understood the importance of safeguarding people and their responsibilities to report any concerns. At the last inspection, risks to people were not always identified or managed. This included risks associated with allergies and catheter care and environmental hazards. At this inspection improvements had been made.

Risks to people's health, safety and wellbeing were assessed, well managed and reviewed at regular intervals, or following a change in need. Medicines were ordered, stored and administered safely. There were enough staff to provide safe and effective care and we were assured by the provider's infection control practices. The home followed government guidance in relation to visiting and there were no restrictions on people having visitors to the home.

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.