Background to this inspection
Updated
28 August 2020
We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008.
This was a targeted inspection looking at the infection control and prevention measures the provider has in place. As part of CQC’s response to the coronavirus pandemic we are conducting a thematic review of infection control and prevention measures in care homes.
This inspection took place on 17 August 2020 and was announced. The service was selected to take part in this thematic review which is seeking to identify examples of good practice in infection prevention and control.
Updated
28 August 2020
This inspection took place on 13 November 2018 and was unannounced.
Aaron House is a 'care home'. People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. The Care Quality Commission (CQC) regulates both the premises and the care provided, and both were looked at during this inspection.
Aaron House can accommodate up to 25 people who require accommodation and personal care. The home consists of one adapted building across two floors. At the time of our inspection there were 23 people living in the home.
There was a registered manager employed at Aaron House. A registered manager is a person who has registered with the CQC to manage the service. Like registered providers, they are 'registered persons'. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.
People told us they felt safe living at Aaron House. There were enough staff available to keep people safe and to meet their needs in a timely way.
Systems were in place to identify and reduce risks to people. Staff had been trained in how to safeguard vulnerable adults and they had a good understanding of their responsibility to protect people from harm.
People's needs were assessed before they moved into the home. The support they needed from staff was clearly recorded in their care plans. People’s care plans recorded their preferences, likes and dislikes. This supported staff to provide person-centred care.
People received their medicines, as prescribed, from staff who had been trained in medicines management.
People told us staff were kind and caring. During this inspection we observed staff treat people with kindness, dignity and respect. Staff knew people living at Aaron House very well.
People were supported to take part in a range of activities, both within the home and in the local community. Staff supported people to take part in activities of their preference.
Staff received a range of training which supported them to do their jobs effectively. Staff were happy with the training they received. Staff were supported by the management team through supervisions and appraisals.
People were asked for consent before care was provided to them. Where people lacked capacity to make decisions for themselves, their care records showed decisions had been made in their best interests. People were supported to have maximum choice and control over their lives and staff supported them in the least restrictive way possible. The policies and systems in the service support this practice.
The service worked closely with community health professionals to support people with their health needs. People's care records evidenced they received medical attention when they needed it, to promote their health.
People were supported to eat a varied diet that met their nutritional requirements.
The provider had effective system in place to deal with any complaints.
Where people were receiving care at the end of their life, the service worked closely with community health professionals, to ensure people’s pain was effectively managed.
The registered manager completed regular audits of the service, to make sure action was taken and lessons learned when things went wrong. Effective systems were in place to support the continuous improvement of the service.
People living at Aaron House, their relatives and the staff were all positive about the registered manager and about how the home was run. We found a welcoming and positive culture within the home.