Larkswood

The home was safe, tidy and clean. Staff and leaders understood safeguarding procedures and how to keep people safe. People felt confident to speak to staff about concerns, and were sure issues would be dealt with. Staff understood the need for smooth, safe, transitions of care. Care was managed safely. Care plans were in place to record care needs and risk. Staff involved people in the creation of care plans where possible, and discussed risk with them. Staff were recruited safely and trained in all necessary aspects of care before they could start work. Staff had completed training on infection prevention and control and used PPE as necessary. Staff administered medicines safely and in accordance with policy, although some medicines did not have appropriate opening dates recorded. People told us staff looked after them safely. Despite a high turnover of staff people knew the staff well and liked them. A person told us ‘There’s been quite a lot of changes of staff over the last few weeks, but the new ones seem to be OK.’ People knew who to report any concerns to, and staff were aware of whistleblowing and safeguarding policies. People had given their consent, or had best interest decisions made for them, to having sensor mats in their bedrooms if they were at risk of falls.

The service was caring. People told us the staff were kind and friendly. Relatives also found staff approachable and pleasant. Staff told us they helped people to retain their dignity and always gave them choice in how care was offered. The manager told us how they used ‘Resident of the Day’ to review the care of each resident in turn, and also to make them feel special and cared for with small gifts and their favourite foods. We saw staff and people chatting with each other in friendly conversation.

People told us staff were supportive in ensuring they could have visits from family or go out of the home with their relatives. Staff understood person centred care and its importance. Relatives were not always happy with the activities provided at the home, but this had been discussed at the last residents’ meeting and the manager was planning changes. The manager had told us they were buying new games for the games’ cupboard. People said they knew how to complain, but rarely needed to.

The manager was not yet registered with CQC, however the manager had been in place for several years and knew people and the home well. Staff told us the manager was supportive and the manager said they were always happy to speak to staff either at regular staff meetings or in the office. Audit results did not always lead to actions, and the medicines audits, being a succession of check boxes, was prone to be filled in incorrectly with no follow up. The manager used meetings and surveys to discover if people and their families were happy with the care they received, and she used external management groups to share innovative ideas of care.