The Fieldings

There were clear processes to ensure any incidents (like a person falling over) were learnt from and improvements were made. Staff explained that they were kept up to date with any changes that occurred, so they could help keep people safe. There were systems in place, to ensure people received good quality care from external health and social care professionals. The home was clean, and people were protected from the spread of infection. The home was mostly well maintained, we identified a few areas that required refurbishment but there was a maintenance plan in place for this.

People’s needs were well supported. Peoples care plans were kept up to date, and national risk assessment tools were used effectively. This helped people have positive outcomes. Staff mostly kept up to date records on people’s daily care. However, we identified that they did not always keep clear records of what people had drank. We raised this with the registered manager, who agreed to take action to improve staff record keeping. Staff were aware people’s preferences and respected these in a person-centred way.

People were supported to have choice and control and make decisions about how their support was provided. People’s diverse needs were mostly supported, however people felt that limited vegetarian diet options were available. The registered manager agreed to review this. The service had an indoor smoking room. The smell of cigarette smoke could be smelt in the nearby area. It was not clear that people living near this smoking room had been consulted on whether they were happy to live in an area with second hand smoke. People’s friends and families were free to visit them with no restrictions. 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 well-being.

People were supported to live in an environment that promoted people’s preferences and autonomy. People received care from staff that knew them well, which allowed good continuity of care. People were supported to access external health and social care professionals in a way that they preferred. People were supported to communicate in ways that worked for them. People were listened too and treated as equals.

There were clear and effective governance arrangements. This meant the quality of care was overseen well. Staff understood their role and responsibilities. There was a positive culture, where the staff team strived to provide the best quality care. Staff fed back positively about the management team and felt well supported. We saw that the management team had considered staff health and worked with them to ensure their role could be completed safely. There was an indoor smoking room and staff wellbeing around second hand smoke had not been considered. The registered manager agreed to review this. There was clear partnership working with external stakeholders. The management team were open and transparent, allowing them to learn from incidents and aim to improve.