This inspection took place on 2 February 2015 and was unannounced.
Cedardale Residential Home is a care home providing accommodation and personal care for up to twenty nine older people who were living with dementia. People had a variety of complex needs including dementia, mental and physical health needs and mobility difficulties.
The service is located in Maidstone, approximately half a mile from the town centre. Cedardale is a large detached property with accommodation on two floors in the main building and in a single storey extension. A stair lift provided access to the first floor.
There was a registered manager at the service. 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 previous inspection was carried out in May 2013 when we found the service met the requirements of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2010.
Safe recruitment procedures ensured staff were suitable to work with people although not all pre-employment checks are recorded. The fire safety risk assessment for the premises was not carried out by an appropriately qualified person. We have made recommendations related to these aspects of the service.
People made complimentary comments about the service they received. People told us they felt safe and well looked after. Our own observations and the records confirmed this. Relatives were satisfied with the service.
The Care Quality Commission (CQC) monitors the operation of the Deprivation of Liberty Safeguards (DoLS) which applies to care homes. Whilst no-one living at the home was currently subject to a DoLS, the manager understood when an application should be made and how to submit one and was aware of the Supreme Court Judgement which widened and clarified the definition of a deprivation of liberty.
We found the home was meeting the requirements of the Deprivation of Liberty Safeguards
Where people lacked the mental capacity to make decisions the home was guided by the principles of the Mental Capacity Act 2005 to ensure any decisions were made in the person’s best interests. Staff were trained in the Mental Capacity Act 2005 (MCA) and showed they understood and promoted people’s rights through asking for people’s consent before they carried out care tasks.
People were protected from abuse. Staff had training in safeguarding adults and knew how to report abuse. Staff were able to support and care for people whose behaviour could be challenging due to their dementia. This reduced the risk of harm to themselves or others and provided effective care. Staff had the skills they needed to communicate effectively with people who were living with dementia.
There were enough staff employed in the home to provide the care and support people needed. Staff received the essential training and updates required to enable them to carry out their roles. Staff told us they received regular supervision. Appraisals were incorporated into supervision sessions to monitor the performance or staff and identify any training needs.
People had individualised care plans which were updated as people’s needs changed. Day to day information about people’s needs was passed on during handovers between shifts so that staff had all the information they needed about how to care for people.
People’s weights were monitored to make sure they were getting the right amount to eat and drink to protect them from the risk of malnutrition and dehydration. People told us they enjoyed the meals provided. Staff made sure that people’s dietary needs were catered for. People received the medicines they needed when they needed them.
People were supported to manage their health care needs. Advice from health professionals such as GPs and District nurses was followed to make sure people’s health was promoted. Prompt action was taken when people were showing signs of illness.
Staff took time to initiate conversations with people other than when they were providing the support people needed. Staff were kind, caring and patient in their approach and had a good rapport with people. People knew who to talk to if they had a complaint. Complaints were passed on to the registered manager and recorded to make sure prompt action was taken and lessons were learned which led to improvement in the service.
Each person had an individual activity programme to ensure they were provided with meaningful activities to promote their wellbeing. People were supported to maintain their relationships with people who mattered to them. Visitors were welcomed at the service at any reasonable time and people were able to spend time with family or friends in their own rooms and other areas.
The attitudes, values and behaviours of staff and the management enabled and encouraged open communication with people and their relatives. We received positive feedback from people and their relatives about the service. Whilst there were no formal processes for gaining people’s views, the management had day to day contact with people and their relatives. Relatives told us they could talk with the management at any time.
Quality assurance systems were effective in recognising shortfalls in the service and ensuring on going improvement. Records relating to people’s care and the management of the service were well organised and kept up to date.
We recommend that the provider seeks advice from a suitably qualified person to ensure any risks of fire are identified and minimised.
We recommend that the provider seeks and follows guidance on how to ensure that all pre-employment checks are recorded.