Hunters Lodge

People had a pre-assessment before they transferred to the service and a transition plan based on their individual needs and wishes. Risks to people were assessed and staff had guidance of actions required to mitigate risks. There was a positive approach to risk taking. Health and safety checks were completed on the environment, premises and equipment. People were protected as fully as possible from the risk of abuse and harm. Staff were recruited safely and received ongoing training and support. Infection prevention and control measures were in place to reduce the risk of cross contamination; however some shortfalls were identified. People received their prescribed medicines when they needed them. We found some shortfalls with the management of medicines, but no person had come to harm and the registered manager took immediate actions.

Overall, people’s individual needs were assessed, and staff had detailed guidance of how to provide effective care and support. Where shortfalls were identified, immediate action was taken by the management team. Staff were experienced, knowledgeable and competent in meeting people’s needs. People were supported with their nutritional and hydration needs. Staff worked effectively with external professionals and staff supported people with their health conditions and care needs, including accessing health services and screening. Staff understood the principles of the Mental Capacity Act, where people lacked capacity to consent to specific decisions about their care, assessments and best interest decisions were made.

The provider had systems and processes that assessed, monitored and reviewed quality and safety. There was good oversight, management and leadership by the registered manager and provider. An action plan was in place to drive improvements. There was a positive culture that was person centred, inclusive and empowering. Staff felt valued and involved. People were supported to have choice and control of their lives as fully as possible. There was continuous learning, and an open and honest culture. Staff had developed positive working partnerships with external health and social care professionals. Staff were clear about their roles and responsibilities and those of others.