Oliver Court

There was a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are 'registered persons'. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

Clear and accurate records were not always being kept of medicines administered by staff. Guidance in relation to 'as required' medicines needed to be clearer to ensure staff knew when to give these. Storage for temperature sensitive medicines required improvement; there was not a designated fridge for these types of medicines.

Activity provision was provided by staff working in the service. However, some feedback suggested this was not always meeting the individual or specialist needs of people on a day to day basis.

When people moved between services, processes for sharing relevant information with others needed to be more robust, particularly in relation to known risks. The registered manager took prompt action to rectify this.

Staffing levels needed to be reviewed to take account of people's changing needs.

Care plans were developed and maintained for people who used the service. Care plans covered support needs and personal preferences. Plans were reviewed and updated at regular intervals and information was sought from appropriate professionals as and when required.

Risk assessments were in place to help protect people from avoidable harm. Assessments contained detailed guidance for staff about how to minimise the risk of harm whilst protecting people's rights and freedoms.

The service acted in accordance with the Mental Capacity Act 2005 (MCA) when necessary. People were supported to make their own choices and this was reflected in their care records.

Staff had been trained in safeguarding topics. The registered manager had a good understanding of safeguarding processes and followed these in practice. Thorough recruitment processes were followed before staff started work. This reduced the risk of unsuitable people being employed.

People were supported by well trained, skilled staff. Staff supervision and meetings were taking place, which

meant staff had the opportunity to reflect on and develop their practice. Training was provided for staff to enable them to carry out tasks effectively.

People were supported to seek and attend healthcare support as required to promote their health.

There was a complaints process in place. Feedback from people, relatives and others was responded to, analysed, and actions taken were logged.

The registered manager and provider had implemented a range of assurance systems to monitor the quality and effectiveness of the service provided. This included an annual assessment undertaken by an independent consultant. Systems were in place to seek feedback from all people who used the service as a means to develop and improve service delivery.

Staff were positive about ways in which the service was managed and the support received from the management team. The registered manager was described as approachable and part of the team; they promoted the values of the service and we saw that they led by example.

The five questions we ask about services and what we found