Kingsmead Care Home

Risks to people's safety and well-being were managed through a risk management process. Peoples care plans provided staff with the information they needed to manage the identified risks.

Medicines were managed safely, and people received their medicines as prescribed. Staff had the necessary skills to carry out their roles. Staff had regular training and opportunities for regular supervision and observations of their work performance.

The environment on the first floor could be improved to make it more dementia friendly and aid easy navigation for people living with dementia. The provider shared with us an action plan to improve the environment for the whole home which included creation of themed destination points, sensory area, rummage boxes incorporated with meaningful activities.

People, relatives and healthcare professionals told us staff were caring. Staff did all they could to promote people's independence and we saw examples of this. People had access to other healthcare services, ensuring a holistic level of support was provided.

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 had a particularly good understanding of when the principles of the Mental Capacity Act should be applied. People were supported to meet their nutritional needs and complimented the food at the home.

The home was well-led by a long-standing registered manager who was committed to improving people's quality of life. They and the new provider had plans to continuously improve people's care. There was a clear management structure in place and a long-standing team of staff who worked well as a team. The provider had effective quality assurance systems in place that they used to monitor the quality and safety of the service. Staff worked well with external social and health care professionals.