Bowfell House

In October 2019 the provider closed two older homes and people moved to Bowfell House, a purpose-built residential care home serving a close-knit community. The new home has 40 en-suite bedrooms over two floors, quiet lounges, a library, hairdressing salon and a balcony area to the first floor. A landscaped garden area is purposefully designed and planted with flowers and shrubs that appeal to the senses.

Distinctive leadership at location and provider level had achieved a service that was outstandingly effective, caring and responsive. The registered manager led by example and was passionate and committed to ensuring people received tailored care to meet their diverse needs. The registered manager and nominated individual were visible and hands on in the home, supported by a strong management and staff team. Along with other senior team members they effectively demonstrated how the robust quality assurance systems in place contributed to continual development and improvement at the new home.

There was a culture of listening to people and positively learning from events so similar incidents were not repeated. As a result, the quality of the service had continued to grow and develop. Both the registered manager and nominated individual demonstrated an open leadership style, working in partnership with other stakeholders to drive continuous improvement within the service. Strong links previously established with the local community prior to the COVID-19 pandemic were being re-established at the time of this inspection. Relationships with family members had flourished due to the time and effort spent by management in communicating and keeping people fully informed. Feedback about the service from people and those close to them was remarkably consistent and exceptionally positive, whilst feedback from other professionals indicated collaborative and highly effective working relationships were established.

All staff demonstrated extremely compassionate, attentive and caring approaches in their interactions with people. They consistently promoted and encouraged people's independence and treated them with the utmost dignity and respect. People and their relatives were extremely complimentary about the approach of the staff and the management team. People and relatives shared numerous examples of how

compassionate and dedicated staff repeatedly went the extra mile to ensure they were satisfied with all aspects of their care and achieved positive outcomes. This had not wavered during the COVID-19 pandemic. Everybody we spoke with said they would highly recommend the service.

People were encouraged and supported to pursue hobbies and interests and participate in a wide range of meaningful activities to enable them to live as full a life as possible. The service had fully reviewed meal-time routines, recognising they were a social highlight of the day for many. People enjoyed an extremely positive meal-time experience and were supported to eat and drink enough to maintain a balanced diet. They were also supported to maintain good health and access healthcare services.

The service continued to provide a safe service to people. Effective systems were in place intended to minimise the risks to people, including from abuse, falls and with their medicines. Safely recruited staff fully understood their roles and responsibilities in keeping people safe and were well trained in meeting people's needs.

Staff understood the importance of obtaining consent when providing care. Ensuring people received care and support tailored to meet their individual needs to enhance their quality of life was integral to the ethos of the home. Staff demonstrated an enhanced understanding about people's choices, views and preferences and acted on what they said.

The design and layout of the building was hazard free, clean and in a good state of repair with equipment maintained. People's individual needs including those living with dementia were met by the design and decoration of the home. Consideration had been given to providing points of interest and stimulation along with more tranquil areas in the building. The result was a safe and homely environment that local people could identify with.

People and those close to them were fully involved in the delivery and design of the service. They contributed towards plans of care, which were regularly reviewed and adapted to meet changing needs and were involved in the planning of menus and specially themed dining events. People knew how to complain and share their experiences. Their views and opinions were actively sought, valued and listened to. Concerns and complaints were thoroughly investigated, responded to and used to improve the quality of the service.

Monthly newsletters were produced to promote everyone' s involvement in the service which included ongoing communication about the large variety of activities on offer and updated national guidance for the COVID-19 pandemic. There was a distinctive focus on creating a service for the community that welcomed and embraced diversity and promoted equality. The service was dedicated to ensuring continuous quality improvement to make a real difference for 'Bowfellians', people living at Bowfell House, their friends and family members.

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.