St Peter's Care Home

Management of the service had improved significantly. Since the last inspection a new manager had been appointed and had since registered with Care Quality Commission (CQC). The registered manager had oversight and scrutiny of the service and was receiving support from the provider and an external consultancy agency. People, their relatives and staff spoke highly of the registered manager. They were described as 'getting everything sorted out' and 'approachable'. The registered manager told us they had worked hard to address the breaches and shortfalls identified at the last inspection. They had worked through a comprehensive action plan.

People were protected from the risk of avoidable harm. When concerns were identified about people's safety, information was shared with appropriate stakeholders so investigations could be conducted.

Risk to people health and safety where identified. The registered manager had ensured all risks associated with people and the service had been assessed. However, some guidance on what action to take if the risk occurred was not consistently recorded. Staff did know what action to take. People were supported with their health needs. The registered manager had oversight of incidents and accidents and lessons had been learnt when things went wrong.

There was a clear vision and open culture. A governance framework was in place which covered all aspects of the service and the care delivered. Numerous quality assurance audits had been completed. When shortfalls had been identified, plans were in place to continue with the improvements. We will check that improvements have continued and sustained at the next inspection. People, relatives and staff were engaged in the service. Their views were listened to and acted on.

The management of medicines had improved. Medicines were stored safely and people received their prescribed medicines when they needed them. The service worked in partnership with other professionals, and the community when able to do so.

The registered manager and staff promoted and encouraged person centred care to ensure people were treated as individuals. Staff knew how people preferred to receive their care and support. There were enough staff available to make sure people received the personal care and support that they needed.

People's needs had been assessed and assessments had been used to plan staffing level.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

Staff were recruited safely. Safety checks had been completed before staff started working with people. People were safeguarded from the risk of abuse and received person-centred care that promoted their dignity and independence. When there were any incidents and accidents these were recorded, and steps were taken to prevent any re-occurrence. Staff understood how to prevent infection and wore protective equipment when necessary.