Katherine House Rest Home

We found the following examples of good practice.

• Clear external signage directed people to the reception area. Staff greeted visitors at the entrance to the home. Visitors were asked to read and sign a health declaration and have their temperature checked, using the wall mounted digital thermometer on arrival. This meant people could independently check their temperature, eliminating the need for staff to use equipment to undertake this procedure. Handwashing facilities and a hand dryer had been installed in the reception area. Personal protective equipment (PPE) was provided and staff were available to show visitors how to use it.

• Structured and planned internal and garden visits were facilitated. Most internal visits took place in the library that had direct access onto an external decked area. A table had been fitted with a dividing perspex screen. Visits were limited to 30 minutes, with 15 minute breaks between visits, to enable cleaning to take place. Visits to people in bedrooms took place for end of life visiting only.

• The well-being of people using the service and staff, was fully considered. The registered manager is a mental health first aider, and we were given examples of how staff had been supported through personal difficulties. A well-being coordinator and designated well-being staff provided support and activity for people. They ensured people were helped to communicate with their loved ones, in ways that were meaningful for them. For example, for one person, receiving end of life care, a sign language translator was used to help communication with their relative.

• Since the onset of the pandemic, there had been no confirmed or suspected cases of people using the service having contracted COVID-19, at the time of this review. Staff were being tested weekly, and people using the service were being tested monthly for COVID-19.

• Katherine House had clear policies, procedures and contingency plans in place. It was clear from audits undertaken, that actions were taken to ensure continuous improvements were made.

• There was regular communication from the treasurer and the registered manager, to staff and to relatives. The deputy manager told us how well the staff team had been managing during the pandemic and spoke positively of the support they received from the committee of The Cote Charity.

The five questions we ask about services and what we found