10 and 11 September 2015
During a routine inspection
The inspection took place on the 10 & 11 September 2015 and was unannounced.
The Oasis (Cooper Beeches) is a residential care home providing care and accommodation for up to 35 older people, some whom are living with dementia. On the day of the inspection 32 people were using the service.
The service had a registered manager in post. 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.
During the inspection people and staff were calm and relaxed; the environment was clean and clutter free. There was a happy, peaceful atmosphere. Comments from people, relatives and health professionals were exceptionally positive “From the first day I left Mum in your care I knew it was where she should be, everyone we met was so caring and friendly, always helpful and genuinely interested in Mum’s health”; “When I phoned, nothing was too much trouble” and “Thank you from our hearts for the love and care shown…”. People moved freely around the home and garden and enjoyed living in the home.
Care records were focused on people’s needs and wishes and encouraged people to maintain their independence. Staff responded quickly to changes in people’s needs. People and those who mattered to them were involved in identifying their needs and how they would like to be supported. People’s preferences were sought and respected. People’s life histories, disabilities and abilities were taken into account, communicated and recorded, so staff provided consistent personalised care, treatment and support.
People told us they felt safe and secure. People who were able to share their views told us they felt the home was safe “Nobody ever shouts at me and I don’t hear anyone else being shouted at!” “Oh yes, happy and safe”; “Such an incredible improvement since he has been here.” We saw staff were visible in the communal areas and responded promptly when people required assistance. Equipment to maintain people’s safety was visible where needed for example grab rails in bathrooms and accessible call bells.
Staff were kind, thoughtful and compassionate. People, relatives and professionals were exceptionally positive about the quality of care and support people received. Supportive, kind and respectful relationships had been built between people, family members, professionals and staff. Staff took pride in their roles and the small extra things they did made people feel special and showed they cared.
There was an open, transparent culture where learning and reflection was encouraged. People’s risks were monitored and managed well. Accidents and safeguarding concerns were managed promptly. There were effective quality assurance systems in place in all areas. Incidents related to people’s behaviour or well-being were appropriately recorded and analysed. Audits were conducted in all areas, action points noted and areas improved where needed. Staff received good training and held lead roles in particular areas such as end of life care and infection control. Research was used to promote best practice in dementia and end of life care.
People were encouraged to live active lives and were supported to participate in community life where possible. Activities were meaningful and reflected people’s interests and individual hobbies for example many enjoyed reading and maintaining their spirituality. People enjoyed activities within the home such as visits from a complimentary therapist, musicians, animal visits and external outings.
People had their medicines managed safely. People received their medicines as prescribed, received them on time and understood what they were for where possible. People were supported to maintain good health through regular visits with healthcare professionals, such as district nurses, GPs and mental health professionals.
People, friends, relatives and staff were encouraged to be involved in meetings held at the home and helped drive continuous improvements. Feedback we reviewed was excellent from families and health professionals. Complaints were investigated and responded to promptly. Listening to feedback helped ensure positive progress was made in the delivery of care and support provided by the home.
People and those who mattered to them told us the management team and staff always listened and were approachable. People told us they did not have any current concerns but any previous, minor feedback given to staff had been dealt with promptly and satisfactorily.
Staff understood their role with regards to ensuring people’s human rights and legal rights were respected. For example, the Mental Capacity Act (2005) (MCA) and the associated Deprivation of Liberty Safeguards (DoLS) were understood by staff. All staff had undertaken training on safeguarding adults from abuse; they displayed good knowledge on how to report any concerns and described what action they would take to protect people against harm. Staff told us they felt confident any incidents or allegations would be fully investigated.
Staff received a comprehensive induction programme and the Care Certificate had been implemented within the home. There were sufficient staff to meet people’s needs. Staff were appropriately trained and had the correct skills to carry out their roles effectively. Training was used to enhance staff skills and the care people received.
People’s end of life wishes were known and specific details sought and recorded about how people wished to be cared for in their final days. Staff had completed the local hospice end of life care programme and acted as “champions” in this area. Good working relationships with health professional’s ensured people’s last days were dignified.
Staff described the management as open, very supportive and approachable. Staff talked positively about their jobs, understood their roles and felt valued.