Sydenham House

People said they felt safe at Sydenham House and with the staff who supported them. Staff received training in safeguarding adults and were aware of the procedures for reporting any safeguarding concerns. The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The provider was following the MCA, and people were only being deprived of their liberty to receive care and treatment when this was in their best interests (BI) and legally authorised under the MCA. Staff understood the principles of the MCA. The provider told us they had identified further improvements were needed to ensure all MCA’s and BI decisions were in place and had taken action to implement these. People were involved in decisions about their care and supported to maintain their chosen lifestyle choices safely and supported to take positive risks. There were enough staff with the skills required to support people safely. People were safely admitted to the service and staff worked closely with health and social care professionals to ensure people received safe care. The provider had a robust recruitment process in place and ensured agency staff received an appropriate induction. The majority of the staff we spoke with told us they felt supported, were happy in their roles and received appropriate induction, training and supervision. The management team had a good oversight, to ensure the home maintained good standards of infection control and maintenance. People received their medicines safely and in a caring way. Medicines were managed appropriately and safely. Staff had received training and their competency had been assessed. Improvement had been made in all the areas we highlighted as requiring improvement at the last inspection and learning was shared within the service and across the providers organisation. Any concerns we raised during this assessment were acted upon promptly.

The provider had a strategic plan in place which detailed their mission and values, as well as plans for 2024 onwards. Staff knew the aims of the organisation and felt they were able to speak up and be listened to. The culture of the home was open, honest and transparent with people and staff treated fairly and their diversities respected.

During the assessment process the manager registered with CQC as the Registered manager at Sydenham House. They were passionate about delivering a high standard of compassionate care at the service.

Staff worked in partnership with other health and social care professionals to ensure people received the care and treatment they need.

The provider had a schedule of quality assurance systems in place to support them to be able to review and assess the service delivery. They gave staff, people and relatives the opportunities to provide feedback, which was acted upon. There is oversight by the provider with regular provider visits and provider level audits.