Cubbington Mill

As part of our inspection, we spoke with people who lived in the home, their relatives, staff, the registered manager and a regional director of the provider company. We sought feedback from healthcare professionals, reviewed care plans, medication records, recruitment files and quality assurance records.

There was an extremely positive culture in the home. This was reflected in our conversations with managers and staff and their enthusiasm in providing outstanding experiences and outcomes for people. Staff felt valued by the management team who they described as knowledgeable, supportive and available when they needed them. Staff felt motivated because their individual skills were recognised and they were encouraged to reach their full potential. Staff described an open and positive culture where diversity was celebrated, and they were encouraged and enabled to speak up.

The provider used a recognised dependency tool to identify how many staff were required on each shift to provide safe care. The allocation of staff was reviewed daily to ensure there was an appropriate skill mix across the home. Risks to people’s health had been assessed and there was guidance for staff on how to provide safe care and treatment. Medicines were stored, managed and administered in accordance with best practice guidance and infection control risks were assessed and managed. Staff understood their responsibility to report any concerns and there was a culture of learning from accidents and incidents and sharing information within the staff team.

People’s needs were assessed prior to moving to Cubbington Mill to ensure the home was suitable for their needs and planned outcomes could be achieved. Staff carried out routine monitoring to identify any changes in people’s health and shared information to ensure people received effective care and treatment. The provider worked in partnerships with external healthcare professionals, including a GP who held weekly face-to-face ward rounds at the home. Staff sought people’s consent before providing care and support and worked in accordance with the legislative requirements of the Mental Capacity Act 2005.

Care plans were developed around people’s habits, personal routines and preferences. They guided staff on how to adapt their approach so people could be given the best opportunity to understand information being shared. Staff listened to people and took time to understand what outcomes they hoped to achieve. Staff promoted social and emotional equality by enabling people to engage in activities that were relevant and important to them. The provider used a range of screening tools to ensure people at risk of inequality due to their disabilities received the support they needed. People were invited to discuss their wishes and preferences for the care they received in their final days, and this was recorded in an advance care plan. Managers and staff were committed to delivering high standards in end-of-life care.

The registered manager and provider carried out a range of audits to check on the quality and safety of the service and ensure regulatory and legislative requirements were met.