St Benets Court

Staff told us how they took the complexity of the care needs of people already living at the home into account before deciding if they could meet the care needs of new people. People's care needs were regularly reviewed and updated, when necessary, to ensure they reflected the person's current needs. Where appropriate, care records identified risks in relation to falls, nutrition or pressure care.

The environment and equipment were well maintained to keep people and staff safe. Checks included fire equipment, hot water temperature checks and equipment was routinely serviced. Fire training included practical training and scenarios, which staff said made their responsibility to keep people safe more real. The home was clean, tidy and free from persistent odours. Visitors and people living at the home commented positively on the standard of cleanliness. Medicines were administered and managed safely.

Despite national staffing shortages, the management team had worked hard to ensure they recruited new staff. The staff team met people's care needs. For example, people told us staff responded to call bells in a timely manner. People said, "They come quickly when I ring. It's well run and efficient" and "There's enough staff, sometimes the staff will sit and chat with me, I don't notice any delays with staff when I ring my bell."

Recruitment checks helped ensure staff were suitable to support people. Staff told us shifts were often busy but explained how teamwork enabled them to meet people's needs. People and relatives commented on the calibre of the staff and the new manager, their friendliness and the welcoming atmosphere.

Staff provided personalised care because they knew people well. This was confirmed by feedback from people and relatives, as well as our observations of staff interactions with people.

At our last inspection we recommended the service considered how they can support people to make more meaningful choices at mealtimes. The provider had made improvements. The lunchtime experience was calm and relaxed. Thought had been given by the new manager and staff as to how people were supported to ensure people's dignity and preference were respected. We saw how staff adapted their approach to each

individual when supporting them with their lunch. Menus were clear and choices were available.

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.

People's quality of life was enhanced by good quality assurance systems and the leadership of the new manager and their commitment to provide good quality care. Feedback from relatives showed the new manager was valued. For example, "[Name] is excellent, an extremely good manager. She's fantastic… She's an extremely responsive manager. She comes out and talks to me." People living, visiting and working at the home said they had or would recommend the home to others.