Cordelia House Ltd

Relatives of people were extremely complimentary about the way their family members' care was planned and provided. Relatives consistently told us the actions taken by staff promoted their family members' physical health and mental well-being because staff knew their wishes and respected them as individuals.

People received a consistently high standard of care because staff and management put people first and at the heart of the service, while continuously looking for new ways to improve their care and quality of life. Care was personalised and met people's individual needs. Staff knew people very well, cared about them and understood their care and support needs as well as the risks people faced.

People were empowered by staff to do a wide range of interesting things such as participating in choirs, gentle exercise, practice their faith and to keep in touch with others who were important to them.

People and relatives told us they felt safe with staff. Staff received safeguarding training and thoroughly understood their roles and responsibilities. Weekly activities during 'Safeguarding Week' were inclusive and engaged people in expressing how their safe place would look like. The aim of national Safeguarding Week was to raise awareness about safeguarding and to emphasise that everyone has a role to play in keeping people safe from harm. The home had sufficient staff and deployed them to meet the individual needs of the people. People received their medicines when they were needed and in ways that suited people. There were systems in place to check that medicines were administered correctly and safely. The service recorded and analysed accidents and near-misses to understand what had happened, identify trends, and help prevent them from happening again.

People's needs were assessed and regularly reviewed. Staff worked with other health and social care professionals so people's physical and mental health needs would be promoted. People were supported to have maximum choice and control of their lives and staff provided them with care in the least restrictive way possible. The policies and systems in the service promoted this practice.

Staff were motivated to make a difference to people's lives. The culture of the service encouraged inclusivity for people.

People were supported at the end of their lives in ways which reflected their choices and wishes. There was a very strong emphasis on the provision of activities that were meaningful and therapeutic to the people living in the home. People told us they were happy with how they spent their time.

The culture at the home encouraged and nurtured people. Relatives told us the way the home was run meant their family members [people] received exceptional care.

Suggestions made by people, relatives and other professionals were listened to and used to inform how the home was developed. Staff were positive about working at the home and told us they were well supported by an approachable management team. The registered manager and provider were committed to ensuring opportunities were taken for driving improvements at the home.