Templemore Care Home

This assessment was carried out to ensure compliance with previous enforcement action taken against the service for breaches of regulation in relation to safe care and treatment and the governance and oversight of the service. This was a focussed assessment, and we assessed the key questions: Safe and Well led, which contain the breach. We found the provider was no longer in breach of regulation.

During this assessment we spoke with people, their relatives, a volunteer, and a visiting health care professional. We spoke with 10 staff including the registered manager, senior care staff, care staff, activity staff, domestic staff and maintenance staff, and the provider representative. We looked at people’s care records and used the Short Observational Framework for Inspection (SOFI). SOFI is a way of observing care to help us understand the experience of people who could not talk with us. We looked at staff records and records relating to the management of the service.

Since the last assessment, there had been changes in management. There was a positive culture at Templemore Care Home, led by a committed and motivated registered manager and leadership team focused on improving the safety and quality of care. Systems for investigating and responding to accidents, incidents, complaints, and safeguarding concerns had been strengthened, with learning shared to improve practice.

The registered manager and staff demonstrated in practice their commitment to safeguarding people from abuse. Care was person‑centred, and people were involved in decisions about their care. The provider worked in line with the principles of the Mental Capacity Act.

The provider had embedded processes to ensure risks to people were assessed and managed. Care plans were personalised and contained clear, good-quality information to enable staff support people safely. Improvements were noted in the safe storage of medicines, and people were supported by trained and competent staff. However, some gaps remained in monitoring records, including inconsistent recording of the effectiveness of ‘as required’ medicines and checks on floor sensor mats used to alert staff when people at risk of falling were moving around. Although there was no impact on people’s wellbeing, further consistency and accuracy in recording were required.

The provider had made improvements to the premises. The premises and equipment were well maintained was clean, odour free and well maintained. Refurbishment and redecoration were ongoing. A business continuity plan was in place to manage unforeseen events and emergencies.

Staff were recruited safely, trained for their roles, and deployed effectively. There were processes to help ensure there were always enough staff to meet people’s needs. Staff received supervision, feedback on performance and opportunities to be heard.

Leadership at the service was effective. The registered manager was visible, approachable, and engaged positively with people, relatives, and staff. Staff reported feeling supported and valued.

Governance systems had improved and were used effectively to monitor performance and risk across all aspects of the service. The registered manager assured us that oversight would continue to be strengthened to ensure the provider’s standards were consistently met.

Governance systems had improved and were being used effectively to monitor performance and risk across all areas of the service. The provider and registered manager were responsive to feedback and open to further development, assuring us that oversight would continue to be strengthened, enhancing governance, documentation, and overall service quality.

Management and staff understood their responsibilities regarding regulatory requirements, current legislation, and best practice. They worked collaboratively with health professionals and partner agencies to ensure people received effective support and to sustain the positive improvements made in care provision, safety, staffing, and leadership.