Rayleigh House

People enjoyed activities on offer but felt more could be done to offer a wider range of activities relevant to their interests.

Medicines were managed safely, in line with best practice.

The premises were well maintained, and appropriate health and safety checks were in place. Emergency procedures and contingency plans were in place. Risk assessments were in place and well understood by staff.

The registered manager worked proactively with external healthcare professionals. They ensured people had access to primary healthcare services.

The home felt welcoming, personalised and vibrant. Feedback was positive regarding the compassionate, affectionate and sensitive approach of staff.

The registered manager ensured people were involved in the planning of their care. They used a variety of meetings, one to one time and surveys to involve people in how the service was run.

People ate well and had a choice of meals and snacks.

People's rooms were clean, well decorated and highly personalised; refurbishment of communal spaces continued and was to a high standard.

Staff received training relevant to people's needs. They demonstrated a comprehensive knowledge of people's health, physical and emotional needs. Staff received end of life care training. The registered manager ensured external accreditation and links with external healthcare professionals were in place. End of life care was regarded as a key strength by external professionals.

The registered manager worked well with staff and there was a strong team ethic. The registered manager was open and supportive with staff. They were appreciative of the support of a dedicated staff team.

People's capacity was assumed unless there were reasons to consider otherwise, and staff acted in line with the Mental Capacity Act 2005. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible. The policies and systems in the service supported this practice.