Elmdale House

The provider had a proactive and positive culture of safety, based on openness and honesty. Lessons were learnt to continually identify and embed good practice. The provider shared concerns about safety quickly and appropriately. People told us they felt safe in the service. Members of staff knew how to report concerns and they told us they felt confident to do so. We found the service was working within the principles of the Mental Capacity Act 2005. Care plans specific to people’s individual health conditions were detailed and daily records were clear and concise. Care was delivered in line with people’s care plans. Administration of medicines was managed safely. All members of staff were trained to administer medicines, this included specialist training to administer rescue medication appropriately following epileptic episodes.

Care plans were person-centred and reflected people’s needs and preferences about how they wanted their care to be delivered. The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. Members of staff supported people to live healthier lives and, where possible, reduce their future needs for care and support. The provider routinely monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent, and met both clinical expectations and the expectations of people themselves.

Members of staff were kind and caring. They knew the people they supported. There was good knowledge about the people who received support, and their needs, throughout the service. People were supported to have independence, choice and control in all aspects of their care and support. We observed people make choices about what activities they wanted to engage in and which places they wanted to visit. Members of staff supported people appropriately and in line with their care plans and assessed needs. Where people needed intensive support, this was in place.

People’s care was person-centred and specific to each individual. People were involved in decisions about their care and support which made them feel safe and well-supported. Members of staff involved people in decisions about their care and told them what had changed as a result. People were able to provide feedback about the care and support they received. This was reviewed by the provider to support continuous improvement of the service. People were supported to make choices about accessing a range of different activities including bowling, local clubs and visiting local animal parks.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. There was a clear governance process in place and the registered manager reviewed and audited all aspects of the care home including medication administration processes, accidents and incidents and health outcomes for people. The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.