Lola's House Residential Home Limited

We have made a recommendation about timeframes for completing and updating risk assessments.

Safeguarding systems and processes had been developed, implemented and communicated to staff. There were sufficient numbers of suitable staff to support people to stay safe and meet their needs. Medicines were administered and managed safely. People were protected by the prevention and control of infection. The home was clean and tidy and odour-free. Staff meeting minutes showed discussions were held when things went wrong and information about improvements were shared.

People's needs and choices were assessed, and care was delivered to support people's best outcomes. Care plans were person-centred. Staff were recruited with the necessary skills and qualifications and were trained to deliver effective care and support. A thorough induction had been prepared for all new staff. A programme of supervisions and appraisals had commenced. People were supported to eat and drink to maintain a balanced diet. People enjoyed the dining experience and were encouraged to eat. Staff worked well together and with visiting professionals. Good working relationships had been built between the service and health professionals, and people were supported to regular access to healthcare services and support. People had been involved in, for example, choosing floor coverings during the programme of refurbishment. Consent to care was sought in line with legislation and guidance, and this was recorded. Staff had received MCA training and consulted with people before delivering 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 were treated with kindness, respect, and compassion. People had emotional support care plans in place. Staff had found ways to communicate with people newly moved to the service whose first language was not English. People were supported to express their views and were involved in making decisions about their care, where possible. Staff respected people's decisions. People's privacy, dignity and independence was respected and promoted. Care plans described how to support people to maintain their independence, wherever possible.

People received personalised care and their choices, likes and dislikes were recorded and monitored.

People enjoyed parties, sitting in the garden, and were supported to access the community. People and relatives said their concerns were listened to and acted upon. People and relatives felt they knew the managers well and could speak with them to raise any issues and were confident these would be acted upon. People had been supported to discuss their end-of-life care.

Although the new owners and managers had been in place for a short period of time, there was a commitment to improve and promote a positive, open, and inclusive culture within the home. The registered manager had instilled a culture of openness and transparency. Regular and planned checks took place across all aspects of the service to ensure managerial oversight. Regular staff meetings had commenced, with clear agendas and meeting minutes. Staff were able to contribute and discuss ideas. People and relatives were regularly spoken with; the owners and the registered manager knew people well. There was an invested commitment to continuing improvements, working with local authority and other professionals.