We carried out a review of the data available to us about The Hamptons Care Centre on 6 July 2023. We have not found evidence that we need to carry out an inspection or reassess our rating at this stage.
This could change at any time if we receive new information. We will continue to monitor data about this service.
If you have concerns about The Hamptons Care Centre, you can give feedback on this service.
The Hamptons Care Centre is a nursing home providing personal care to support up to 76 older people who may be living with dementia or a physical disability. At the time of our inspection there were 55 people living at the home. Accommodation is provided over two floors and all bedrooms are single with en suite facilities, such as a shower. There are sufficient communal spaces to meet people’s needs. The Hamptons Care Centre will be referred to as The Hamptons within this report.
People’s experience of using this service and what we found
Procedures to protect people from harm or abuse were robust. Staff managed people’s medicines safely and had in-depth training to assess their skills. The new manager retained and advanced the positive, caring working culture at The Hamptons during the pandemic. Staff confirmed they were clear about their responsibilities. One person commented, “The staff have been fantastic.”
For more details, please see the full report which is on the CQC website at www.cqc.org.uk
Rating at last inspection and update
The last rating for this service was good (published 17 October 2018).
Why we inspected
We undertook this targeted inspection to assure ourselves people continued to be safe and received good standards of care following on from specific concerns in November 2020. The inspection was prompted in part due to concerns received about personal care, medication and changes in leadership. A decision was made for us to inspect and examine those risks. We were reassured at the inspection that people were not at risk of harm or poor care.
CQC have introduced targeted inspections to follow up on Warning Notices or to check specific concerns. They do not look at an entire key question, only the part of the key question we are specifically concerned about. Targeted inspections do not change the rating from the previous inspection. This is because they do not assess all areas of a key question.
You can read the report from our last comprehensive inspection, by selecting the ‘all reports’ link for The Hamptons on our website at www.cqc.org.uk.
We looked at infection prevention and control measures under the Safe key question. We look at this in all care home inspections even if no concerns or risks have been identified. This is to provide assurance that the service can respond to coronavirus and other infection outbreaks effectively.
Follow up
We will continue to monitor information we receive about the service until we return to visit as per our re-inspection programme. If we receive any concerning information we may inspect sooner.
The Hamptons provides nursing care and treatment of disease, disorder or injury for a maximum of 76 people who live with dementia and/or a physical disability. At the time of our inspection there were 39 people living at the home. The Hamptons is situated in a residential area of Lytham St Annes close to local shops and amenities. There are two floors offering single room accommodation for people who live at the home. There are ample toilet and bathing facilities and multiple large communal areas for people's use.
The Hamptons is a ‘care home.’ People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. CQC regulates both the premises and the care provided, both of which we looked at during this inspection.
A registered manager was in place. A registered manager is a person who has registered with the Care Quality Commission 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.
The Hamptons was newly registered on 21 August 2017. Consequently, this was their first inspection. A visiting professional said the home had come a long way in a short time and had really developed into a very good service.
During this inspection, people and their relatives told us staff went above and beyond in the delivery of their care. One relative commented The Hamptons was, “A lovely home run by lovely people.” The team approach achieved enhanced quality of life for people and helped them to flourish through an excellent, person-centred culture. We found multiple examples of how staff attitude and care delivery had a highly positive impact on the lives of those who lived at the home. A relative said staff respect was, “Absolutely fantastic.”
The Hamptons supported people with complex mental health issues and used positive, self-affirming language in every aspect of care. Support plans focused on the individual’s skills, rather than their dependency. Records were of a high standard and centred on understanding the person and jointly made decisions about the model of support they desired. Care plans detailed each person’s cultural, spiritual and emotional support, along with their wishes in relation to treatment.
We saw staff strengthened this through compassionate engagement, meaningful conversation, appropriate touch and an in-depth knowledge about each person. The registered manager told us staff worked tirelessly to help people live life to the full and regain their freedom and independence.
The provider heavily invested in the home and respected the importance of a quality environment to people’s care. Those who lived there said the ambience had a huge impact on their welfare because they felt it was their home. We saw this was highly effective upon their care and wellbeing because they were fully relaxed during the day.
Excellent staffing levels meant engagement, fun activities, and one-to-one support was constantly available to optimise people’s welfare. A staff member told us, “Staffing levels are good, I feel we have enough staff to get everything done and we can really take our time to speak with the residents as we support them.” People and relatives we spoke with said they felt safe at The Hamptons because high staffing numbers meant they received care and treatment quickly. One person said, “Yes, I feel there are a lot of staff around and managers.”
We found The Hamptons medication system had data errors in stock checks. The system was confusing and did not always retain robust oversight. The registered manager was working closely with the local authority and Clinical Commissioning Groups to resolve ordering issues outside of their control. Although staff had a good understanding of each person’s topical creams, body mapping and instructions were not always well-defined.
We have made a recommendation about good oversight and administration of people’s topical medication.
We found staff had a good understanding of safeguarding procedures to protect people against abuse or poor practice.
Care files we saw held risk assessments intended to mitigate a variety of risks. The registered manager’s accident and incident procedures focused on analysis of events and lessons learnt. The Hamptons had a clean, tidy and well-maintained environment.
Staff files we looked at held relevant checks obtained before personnel started in post. The training manager explained staff completed induction and refresher training. They then completed a personal development training plan and built up a profile for each staff member.
Staff training was of a good standard and was underpinned by supervision and competency-testing to check their practice. A staff member commented, “We have supervision every two months. It’s really good to look at my progress or if I need to develop anything further. I find it useful.”
Dining was of a restaurant standard, with high quality table dressings and a variety of seating to maximise relaxation and socialising. Care records included assessments to guide staff to minimise the risk of malnutrition. One person told us, “There’s always drinks and snacks available.”
People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible. The policies and systems in the service supported this practice. Staff worked very hard to ensure people consented to every aspect of their care.
We found under each care planned area, staff worked with people and their relatives monthly in the review and update of their support. Assessments reviewed their physical, mental and social health needs and agreed support in line with their wishes. A visiting professional stated any advice they gave was always followed through.
The registered manager strongly focused on developing The Hamptons, as a new service, slowly to build a cohesive workforce and manage people’s welfare. Everyone we spoke with told us they felt well-supported and confident giving feedback about the quality of care. A staff member stated, “We have a lot of support from our management, that’s so important to me so I’m glad about that.” The registered manager completed audits to monitor the safety and quality of service provision.