Swan House

People were supported to receive safe care. Staff understood how to keep people safe, and where people had risks to their safety these were assessed, and plans were in place to minimise the risks. Staff were available to support people and had the skills and training to do this safely. The environment was well maintained, and staff followed procedures for minimising the risk of cross infection. People had their medicines as prescribed and where incidents happened a learning approach was taken to prevent any reoccurrence.

People had their needs assessed and care plans put in place to meet them. Consent was sought from people receiving care. People were supported to meet their nutrition and hydration needs. Staff worked together to ensure people received the care they needed. People’s health needs were understood, and they received support to meet these and their care outcomes were monitored.

People were treated with kindness, dignity and respect. Privacy was maintained and people’s individual communication and cultural needs were met. People received support to maintain their independence. Staff were supported to maintain their wellbeing.

People mostly received person-centered care. People were provided with information in formats which met their needs. People and their relatives understood how to make a complaint if they needed to. People had their needs and preferences assessed and plans put in place to meet them, however people did not always have plans in place to set out their future wishes for end of life care and some plans lacked details.

The provider had developed a clear mission statement and vision which staff used to deliver compassionate care to people. Staff were complimentary about the change in management structure and said they felt able to speak to the registered manager and seek support. Staff told us they engaged in learning through the provider’s governance procedures which were effective in monitoring quality and driving change. Partners told us the provider had developed good relationships with them and had worked in partnership to deliver improvements. Staff were supported in an inclusive environment and the registered manager used systems to learn and make continuous improvements.