Alder House Care Home

Safety risks to people were managed well. Managers assessed and reviewed safety risks to people and made sure people, and those important to them, were involved in making decisions about how they wished to be supported to stay safe.

There were enough staff to support people with their needs. Managers reviewed staffing levels regularly to make sure there were always enough suitably skilled and experienced staff on duty. Staff received relevant training to meet the range of people’s needs at the service. Staff received support through supervision and appraisal to support their continuous learning and improve their working practice.

Managers made sure recruitment checks were undertaken on all staff to ensure only those individuals that were deemed suitable and fit would be employed to support people at the service. People’s medicines were well managed. The home was clean and tidy and people were protected from the risk of the spread of infection.

People’s needs and rights were supported. People’s care and treatment was effective due to their health, care, well-being, and communication needs being assessed with them. People’s care plans were kept up to date with any assessments completed in a timely manner. Staff were aware of people’s preferences and respected these in a person-centred way. People were aware of their rights around care and treatment.

People were supported by kind and caring staff to have choice and control and make decisions about how their support was provided. They were encouraged and helped by staff to do as much as they could for themselves and to maintain their independence.

People were supported to understand their rights and how the service would make sure these were respected. People were encouraged to take part in a wide range of activities both at the service and in the community which helped support their independence, health and wellbeing.

There were clear and effective governance, management and accountability arrangements. Staff understood their role and responsibilities. Managers accounted for the actions, behaviours and performance of staff. The systems to manage current and future performance and risks to the quality of the service took a proportionate approach to managing risk that allowed new and innovative ideas to be tested within the service. Data or notifications were consistently submitted to external organisations as required. There were robust arrangements for the availability, integrity and confidentiality of data, records and data management systems.