The Albany Care Home

People told us they felt safe living at the Albany. Staff knew how to identify and report any concerns. Whilst the home was no longer using agency staff, we still received mixed feedback from people, relatives and staff regarding staffing levels against the demands of the HUB beds. On the day of the inspection, we saw staff were continuously busy and ensured call bells were attended to in a timely manner, even if it was just to let the person know they would be with them as soon as they finished what they were doing. Following the inspection, the provider sent us an update that the staffing levels would be increased following a discussion with the senior management team. The provider had safe recruitment and selection processes in place.

The home environment could be improved. The provider had already identified this and were working through an environmental refurbishment action plan to improve the home décor.

Risks to people's safety and well-being were managed through a risk management process. Medicines were managed safely, and people received their medicines as prescribed.

Staff access to supervisions and appraisals had improved and staff told us they felt supported. New staff went through an induction programme which included the provider's own mandatory training as well as shadowing opportunities of experienced members of staff.

People had a pleasant dining experience which offered a variety of appetising homemade food choices available at times that suited people's preferences. The menu was overseen, and food prepared by an enthusiastic catering team who knew people's needs very well. Staff supported people to maintain food and fluid intakes.

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.

The home was well-led by a long-standing registered manager who was committed to improving people's quality of life. The registered manager knew the service well and had support from a deputy manager. There was a clear management structure and an established group of staff who worked well as a team. Staff worked well with external social and health care professionals.