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Archived: Monet Lodge

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All reports

Inspection report

Date of Inspection: 17 December 2013
Date of Publication: 11 January 2014
Inspection Report published 11 January 2014 PDF | 75.61 KB

There should be enough members of staff to keep people safe and meet their health and welfare needs (outcome 13)

Meeting this standard

We checked that people who use this service

  • Are safe and their health and welfare needs are met by sufficient numbers of appropriate staff.

How this check was done

We looked at the personal care or treatment records of people who use the service, carried out a visit on 17 December 2013, observed how people were being cared for and talked with carers and / or family members. We talked with staff.

Our judgement

There were enough qualified, skilled and experienced staff to meet people’s needs.

Reasons for our judgement

The people we spoke with told us they were happy with the care received and that the staff kept them involved in the care of their relatives. They told us enough staff were available when they needed them.

The overall responsibility for the service was with the registered manager, who reported to the clinical services director. The registered manager was supported by a clinical lead, who oversaw 10 nursing staff, including three registered general nurses (RGN) and seven registered mental nurses (RMN). There were also 24 support workers in place, including six bank staff that had received the same level of training as the permanent staff.

We looked at staff training records which showed that the staff received mandatory training on a routine basis. We looked at evidence to show that the nurses employed by the hospital were on the Nursing and Midwifery Council (NMC) register. The registered manager told us the majority of support workers were trained to at least a Level 3 diploma in Health and Social Care.

We looked at the recent staff rotas for the day and night shifts. The arrangements in place were for at least two nurses in place at times, along with at least five support workers during the day and at least two support workers during the night shift. The registered manager and clinical lead were on site during weekdays. The registered manager was also available on call during out-of-hours service.

The registered manager told us they based their staffing levels on the dependency of the people using the service and would increase the number of staff if needed.

The care staff were supported by four domestic staff and a laundry assistant, who were responsible for cleaning and laundry duties. The hospital also employed two cooks, who worked various hours during the week. There was also a maintenance person in place, who was based at another of the provider’s locations. There was also an administrator in place.

The registered manager told us they occasionally used agency staff to provide cover for staff. We saw that where agency staff were used, the recruitment agency provided evidence to show the level of training of the agency staff and that recruitment checks had been carried out.

The registered manager told us they were adequately resourced to meet the needs of the people who use the service and had sufficient cover for periods of leave or staff sickness. During the inspection, we observed care being delivered in a way that met the needs of the people using the service.