Maurice House

Maurice House had a stable workforce, but although deployment of staff was organised well, we found some people had to wait for their care needs to be attended to. In addition, despite the service being extremely clean and well-organised, staff did not always follow best infection control practices and there were items that posed a risk for people left in unlocked rooms or external areas which had not been identified by staff.

Despite these shortfalls, people were at the centre of the service and as such lessons were learnt from accidents and incidents and risks to people were identified and monitored. Staff worked to ensure people received good quality care which improved their lives and helped maintain their safety. This included following good medicines practices and working with external professionals and services to support people to receive the most appropriate input for their care needs.

The registered manager had developed a good work ethic within their workforce, one which focused on a positive culture and good teamwork. Staff worked towards enabling people to live their best lives as they listened to people and adapted their care to meet their needs.

Staff felt fully supported through induction, training and supervision. They told us they felt comfortable speaking up and felt involved in the running of the home.

The registered manager was competent and had the skills to run the service. They had good management oversight and they monitored the quality of care people received through regular audits and robust governance arrangements.

The registered manager and staff worked with the local community to give people the opportunity to engage in interests that meant something to them as well as to develop new skills.