Hollie Hill

The registered manager was not available during the inspection, but the home had appropriate temporary management oversight provided by an interim manager.

People’s needs were assessed before the service commenced. Information gathered during initial assessments was used to ensure care and support were person‑centred and accurately reflected in individual care plans. Risk assessments were completed to help minimise potential risks and ensure people received safe and appropriate care.

People were protected from the risk of harm and abuse. Staff demonstrated the knowledge and confidence needed to identify safeguarding concerns and understood their responsibility to report any accidents, incidents, or concerns appropriately.

People were supported to have maximum choice and control over their lives. Staff provided support in the least restrictive way possible and in line with people’s best interests.

Effective governance systems were in place to oversee the quality and safety of the service. Accidents, incidents, and safeguarding concerns were routinely reviewed to promote safety and ensure timely and appropriate action. People using the service were also given regular opportunities to provide feedback.

Staffing levels were generally sufficient, and calls bells were answered in a timely manner. However, while observing a lunch time meal experience in one area of the home, we noted staffing levels were not sufficient to safely meet people’s needs. This was raised with the management team who acknowledged the shortfall and immediately put plans in place to increase staffing levels and improve oversight.

The management of medicines had recently transitioned to a new electronic system. During our review, we found that some electronic medication records lacked sufficient detail to support the safe administration of medicines. This indicated a need for improved oversight to ensure records were complete, accurate and supported safe practice.