Asher Nursing Home

Improvements had been made since the previous inspection. People and staff spoke positively about the changes that had been made. Policies and procedures were in place. Accidents and incidents were being appropriately reported by staff, and the management team had oversight of these to highlight any learning points. Fire safety had improved, a new smoking policy was in place to minimise risk of people smoking in their rooms. We saw evidence of this being used effectively. The cleanliness of the home was much better and infection prevention and control (IPC) measures were much improved. There were some gaps in the detail in cleaning rotas but our feedback regarding this was well received by the management team. Although many improvements had been made, the new processes and policies needed time for staff to adapt to them and these become embedded in everyday practice.

People had been involved in the shaping of their care and this was much more person-centred. Staff knew people well and we observed warm interactions between staff and people. New activities had been put in place which people told us they had enjoyed. Measures had been implemented to gain people’s views on how they would like the service to run, and we saw their ideas acted on. For example, there had been menu changes. Staff were much more positive about working at Asher and they felt supported in their roles. New measures had been put in place to promote good staff well-being, morale had improved but this needed time to embed.

Improvements and changes had been made since the previous inspection. There was no registered manager in place, however a managerial team had been formed and had improved oversight. There were more effective quality assurance processes in place and where gaps had been found, action plans had been made to address these. These processes were new and required time to become embedded in everyday practice over time. Staff were receiving supervision and spoke positively about the support they had in their role. Regular team and resident meetings were being held to allow people and staff’s voices to be heard. There had been a shift in culture at the service which people, relatives and staff all told us had impacted positively. The service had worked hard to forge relationships with partners to drive the improvements which were needed.