The Royal

The provider was previously in breach of legal regulations in relation to safe care and treatment and good governance. Improvements were found at this assessment and the provider was no longer in breach of this regulation. There were no breaches of regulation found at this inspection and the provider was rated good in all key questions.

The provider had a proactive and positive culture of safety, based on openness and honesty. Accidents and incidents were reviewed and analysed by the management team. The provider shared safeguarding concerns quickly and appropriately. People told us they felt safe living at The Royal. The provider followed the principles of the Mental Capacity Act 2005 (MCA) to review people’s capacity and understanding around receiving care and support. People’s care plans were detailed and contained information about their care needs and how these should be met. Members of staff worked together well to provide safe care which met people’s individual needs. There were sufficient members of staff available to meet people’s needs throughout the care home. Administration of medicines was managed safely, and members of staff were knowledgeable about safe administration of medicines.

People’s care plans were person-centred and clearly identified how care should be delivered in line with people’s wishes. The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. People’s care notes were recorded clearly and accurately which supported continuity of care between different teams of staff. People were asked about their consent to care and support and their decisions recorded. People’s capacity to make decisions was reviewed under the Mental Capacity Act 2005 (MCA) and where people lacked capacity, decisions were made in people’s best interests.

Members of staff were kind and caring, and they treated people with dignity and respect. The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. People were encouraged and supported to maintain their independence. The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

People received care and support which was person-centred and reflected their personal preferences. Members of staff involved people in decisions about their care and told them what had changed as a result. People were able to access the care and support they needed, when they needed it. Discussions took place with people and their families about planning for future care needs. Appropriate end-of-life care and support was put in place when it was needed for people.

The management team had a clear vision for the care home where people received good quality care personalised to their needs. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The registered manager was very knowledgeable about people and their needs. The registered manager completed comprehensive audits and reviews which were discussed and monitored by the provider. This ensured there was a system of accountability and a focus on continuous service improvement. The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.