The Yelverton Residential Home

People were protected and kept safe. Staff risk assessed and reviewed people’s needs frequently. People and their relatives were involved in assessments of their needs and planning people’s care. Staff worked with all agencies, including local health and social care services involved in people’s care to achieve the best outcomes.

People had enough to eat and drink to stay healthy. People enjoyed a variety of good quality food, and a tea trolley was brought to every person both in the morning and in the afternoon. The quantity, variety and choice of group and individual activity provided by the service enhanced people’s quality of life and supported them to socialise and stay active.

Staff monitored people’s health and welfare to support healthy living. Peoples’ care was continuously monitored by management with the support of the electronic IT system. This system was informed by continuous data input from the care staff during their delivery of care and then the system raised notifications to the managers of the service to address. Staff worked with all agencies involved in people’s care for their best outcomes. Staff managed medicines well.

There were enough staff and management with the right skills, qualifications and experience to meet people’s needs. The provider and management supported staff wellbeing. For example, staff were offered a free meal or food throughout the day. Staff felt supported to give feedback and were treated fairly and without discrimination.

People were treated with kindness and compassion by the staff and management.Staff and managers treated people as individuals, supported their preferences and gave choice in all aspects of peoples’ daily lives. Staff protected people’s privacy and dignity in their delivery of care and protected the confidentiality of their information.

Managers worked with the local community to deliver the best possible care and were receptive to new ideas. The Yelverton Residential Home was part of the local village community, inviting the community into the service. People were supported to participate in community activities and use community facilities. There was a wide range and choice of activities available to people, and their families were welcomed into the activities of the service. Staff received and acted on feedback from people, and their relatives.

The provider, service leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. The provider was involved in the day to day working of the service with the registered manager. There was always a manager in the home during daytime hours. They had a comprehensive awareness of the service and was working to further improve its quality.