Haunton Hall

There had been some changes across the management structure which meant there was no current registered manager in place. The provider was in the process of recruiting the appropriate persons to take on the role.

There were sufficient numbers of staff to meet people's needs. Some staff felt some additional staffing was needed in units which supported people with dementia. The operations director was aware of this and had already begun recruiting new staff.

Medicine management had vastly improved, and staff took measures to mitigate the risk of the spread of infection. There were processes in place for people and staff to follow if they had safeguarding concerns. The management team had worked to identify where things had previously gone wrong and had taken actions to learn lessons and improve the quality of care people received.

Staff had received relevant and appropriate training and the training statistics for staff completing all training had improved. People were supported to eat and drink enough to maintain a healthy, and balanced diet. The management team worked alongside external health professionals to ensure people's health needs were met in the most effective way.

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.

The governance systems in place had improved but required reviewing, strengthening, and embedding. The management team had mechanisms in place to gauge feedback about the care people received and staff were engaged in the day to day running of the service.