Hallmark Anisha Grange Luxury Care Home

Staff were skilled and competent in their job roles. The training staff received was of a very good quality and staff were encouraged to continuously develop their skills and knowledge. People were supported to have as much choice and control over their lives and were supported in the least restrictive way possible. The policies and systems in the service support this practice.

Feedback from healthcare professionals showed staff had empathy and understanding when supporting people living with dementia to manage their emotions and behaviours. A professional told us, "Care staff present as passionate about understanding the resident as an individual, their history and why they may be behaving in certain ways."

Best practice guidance had been followed to support people with dementia to have opportunities for meaningful engagement using intergenerational activities. People had access to resources to help them reminisce, which enriched their quality of life, mental wellbeing and self-esteem.

New ways of working had been introduced to help reduce social isolation and loneliness in people identified at risk. A person told us, "'I'm in bed all day, but I see plenty of people, I don't feel lonely." Strong links with the community had been forged which provided people with opportunities to feel like valued members of their community and promote their social inclusion.

An outstanding feature of the service was the open and transparent way complaints were dealt with. The registered manager was extremely responsive to people's concerns, making every effort to ensure people felt listened to and were happy with the way their complaints were managed.

People's needs and wishes for their end of life care were explored in a very person centred way and documented in detail to ensure people were supported the way they wanted.

The leadership of the service was exceptional and significant improvements had been made and sustained. People and staff held the registered manager in extreme high regard. They were highly visible and approachable and considered to be extremely kind and caring.

Of note, was the highly positive culture that had continued to grow and develop under the direction of the registered manager. An inclusive and highly caring ethos was evident throughout the organisation which was strongly promoted by the management team and provider and shared by the staff team.

Staff at all levels told us they were proud to work at the service and without exception, all staff we observed and spoke to demonstrated a high degree of passion, enthusiasm and commitment to providing high quality, person-centred care and support.

People and staff were listened to, valued and fully included in how the service was run. Feedback was actively sought and responded to positively, to continuously improve. Staff were recognised and rewarded for their hard work and for going the extra mile. This contributed to the high morale of staff.

The safety and quality of the service was consistently monitored. Regular audits on all aspects of the service were completed and improvements made when needed. Various innovative projects were underway aimed at improving the health and wellbeing of people and staff.

The ways of working seen throughout our inspection accurately mirrored the provider's visions and values as set out in the company charter. The charter was dedicated to 'developing quality environments and high standards of care to enable people to enjoy life to the full, as individuals, in happy, comfortable, and safe surroundings.'