The Grange

Risks to people had been identified, assessed and reduced, with their involvement. There were enough staff on duty who were safely recruited and suitably trained to meet the needs of people. Risks from the environment were assessed and utility checks were in date. People told us they were safe, and staff worked in ways to maintain their safety. Safeguarding processes were robust. People received their medicines as prescribed, and systems were in place to ensure care needs were known when moving through services. Lessons were learnt from events which took place, and the learning was shared. People can only be deprived of their liberty to receive care and treatment when this is in their best interests and legally authorised under the Mental Capacity Act 2005 (MCA). In care homes, and some hospitals, this is usually through MCA application procedures called the Deprivation of Liberty Safeguards (DoLS). We checked whether the service was working within the principles of the MCA, whether appropriate legal authorisations were in place when needed to deprive a person of their liberty, and whether any conditions relating to those authorisations were being met.

People and their loved ones told us staff were kind and caring. People were supported to develop, regain and maintain their independence. Staff helped people with choices and checked back in to ensure they knew all of the options available to them.

People were supported to live their lives the way they wanted to. Policies and procedures in place meant people were at the centre of all processes within the home. Individuality was celebrated.

Significant and sustained improvements had been made within the home and governance procedures were operating effectively. Leadership was visible within the home, feedback received during the assessment about the management team was positive. Policies and procedures underpinned all processes to support safety. There were strong relationships with external professionals and partners to ensure people’s needs were met. Community links were established. People, their relatives and staff had confidence in the management of the home and felt involved in decisions. The registered manager had made all necessary notifications, referrals and information sharing as required.