Decoy Farm

Decoy Farm is located in the village of Browston. Outside there was nothing to indicate it was a registered care home which helped to promote the concept of community living. The service benefits from a large shared garden, as well as a farm with animals and an area where people can grow their own produce.

Right Support Staffing levels had at times fallen short, due to last minute staff sickness. Management had however attempted to find cover which included the use of agency staff. There was a system in place whereby staff could call upon senior managers and on-call for advice. However, a more robust contingency plan is needed for these occasions to ensure people are always supported safely and there is a suitable skill mix of staff.

Staff had received training to support the people they were caring for. Further training was needed for newer staff, so they understood the most effective approach to use when supporting people, and to ensure consistent approaches were used by all staff. Staff were provided with support in the form of continual supervision, appraisal and recognition of good practice. Staff understood the need to promote people's safety from experiencing potential abuse and harm.

People received their oral medicines safely. We could not be assured that people were receiving their topical medicines, such as creams, as there were gaps in records. People were referred to health care professionals to support their wellbeing and help them to live healthy lives. Where people were at risk of weight gain or loss, more robust monitoring of people's dietary intake was required.

People were mainly supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service support this practice. The provider was affiliated with the Restraint Reduction Network which aims to reduce reliance on restrictive practices.

Care records contained person centred detail and people had been involved in creating their care plans. Some further work was required to ensure all detail was accurate, and that the language used by some staff in written form was appropriate.

Right Care Risks to people had been identified and detailed support plans were in place. Daily meetings had been implemented so any new risks could be discussed promptly. The core staff team knew people well and had established positive relationships with them. However, some newer staff required further training to ensure that interactions with people were consistent and effective to mitigate potential risk. Additional training was also planned to ensure staff were confident using observation tools and completing incident documentation.

People were taking part in more activities of their choosing, including in the community, and with family or friends.

Right Culture More robust monitoring and auditing systems were required to ensure all aspects of people's care needs and their quality of life were being measured effectively.

The registered manager had a clear vision for the direction of the service which demonstrated a desire for people to achieve the best outcomes possible. The service worked well in partnership with other health and social care organisations, which helped to improve the wellbeing of people that used the service.

The manager promoted a positive and person-centred culture within the service and led by example. Staff were feeling more supported and valued. The registered manager was working with relatives to improve communication and to gather their feedback about the service provided. The management team and staff shared a commitment to continuously learning and worked in partnership with other professionals to achieve good outcomes for people.