The Old Vicarage Care Home

There was no registered manager for the service and a history of high manager turnover. Recruitment had commenced to address this, and suitable interim management arrangements were confirmed. Overall staff understood their role and responsibilities for people's care, but remedial measures recently introduced for their supervision and support where not yet wholly assured.

People, relatives and staff were somewhat confident in the management of the service, following the recent appointment of a deputy manager. However, most held reservations due to the high manager turnover and the impact previously experienced from this in relation to staffing, complaints and concerns handling.

For the most part, the provider was able to demonstrate effective partnership working, information handling and communication with external professionals, agencies, authorities and other care providers when needed for people's care. Action was taken to notify us of important events when they happened at the service, although this was not always without delay.

Complaints and concerns, including those raised by staff, were not always effectively handled and responded to in a timely manner. Remedial management action had commenced to rectify this, to help inform and improve people's care when needed.

People were protected from the risk of harm or abuse at the service. Overall, risk management strategies for people's care, environment and emergency contingency planning, were effectively informed and understood by staff. The service was suitably adapted and designed to promote people's safety, choice and independence.

People's medicines were safely managed to ensure people received them when they should. We were assured the provider was meeting with requirements and nationally recognised government guidance, concerned with the prevention and control of infection, including COVID-19. People, relatives and staff were confident people were safe when they received care within the service.

Staff were trained and safely deployed for people's care. People were 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 supported this practice.

People received care from kind, caring staff who knew people well, how to communicate with them and had good relationships with people and their families. Nationally understood care values were promoted and understood by staff. This help ensure people's equality, rights, independence and choice in relation to their care and daily living arrangements.

People were effectively supported to maintain or improve their health and nutrition. People received care from staff who were trained and informed to provide this in accordance with the law and nationally recognised care standards, including end of life care principles.

The provider was meeting the accessible information standard, to enable people to agree their care and daily living arrangements within the service in a way they could understand.

Overall, people received timely, individualised care, which they and their families were happy with at the time of this inspection. People's equality characteristics were taken account of, to help enhance their care and daily living experience.