Heathcote

Everyone arriving at the service received a warm welcome from long standing staff who had built an excellent rapport with people using the service and their visitors. People received timely care and support, and staff helped to enhance people’s day. Staff ensured people had everything they needed including drinks in reach, extra blankets, cushions for comfort and companionship.

Staff worked well as a team and had complimentary skills. Staff had set roles, but some had enhanced skills, or areas of interest such as a medication champion and dignity champion. The wider organisation also had champions who were able to better support staff. All staff spoken with worked outside their main roles at times to ensure the smooth running of the service and prioritise the safety and well-being of people using the service. For example, the registered manager was described as often on the floor helping with medicines or delivering care. Staff on day shift would occasionally cover night shifts when needed by choice as they said this was preferable to agency as they knew their ‘residents.’ Domestic staff said they supported people with laundry, activities and mealtimes where needed. This helped ensure the shift ran smoothly and people spoken with said staff went, "Above and beyond.”

Staff were motivated and supported to develop their skills and competencies with some staff taking the opportunity to seek additional training and progression. Staff nominations every month helped ensure good practice was recognised and rewarded.

The well-being of staff was promoted through safe working practices, robust training, supervision, safe recruitment, and effective quality assurance systems.

There was effective management oversight at all levels. Audits helped to determine where improvements were needed and to assess the safe and effective delivery of the service. The views and wishes of people using the service and the staff delivering the care was paramount.

Incidents, safeguarding concerns, and complaints were recorded and reviewed. However, we found because staff were proactive in meeting people’s needs, they anticipated risk and adjusted peoples care accordingly. Weekly key worker meetings meant that people had clear opportunities to raise any issues about their care and described staff as responsive.

The manager was clear their door was always open, and any concerns were addressed immediately which reduced the need for a formal complaint.

Falls within the service were low and we observed people had appropriate equipment such as sensor mats, personalised alarms, and reviews by appropriate agencies.

Activities were planned and spontaneous. All staff supported people to join in either planned activities or to support people on a one to one to go out either for coffee or shopping, and trips further afield took place annually. Entertainers were booked throughout the year and events such as Easter, Valentine's Day etc were celebrated, which enhanced people’s well-being.