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Inspection Summary

Overall summary & rating


Updated 3 January 2018

This inspection took place on 21 and 22 September 2017 and was unannounced. This was the homes first inspection and rating.

Stewart Court provides accommodation and personal care for up to 10 people. At the time of our visit there were four people living at the home.

At the time of the inspection there was a registered manager registered with the CQC however there were no longer in post and had left the organisation. There was a new manager in place but did not wish to become the registered manager. The home was advertising to recruit a registered manager. A registered manager is a person who has registered with the Care Quality Commission to manage the home. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements of the Health and Social Care Act 2008 and associated Regulations about how the home is run.

The manager and staff understood their role and responsibilities to protect people from harm. Staff had received training in how to protect people from abuse. The risks to people had been assessed, recorded and plans implemented to manage these.

People were provided with safe care by adequate numbers of appropriately skilled staff being made available. Staff recruitment procedures were safe and the employment files contained all the relevant information to help ensure only the appropriate people were employed to work at the home.

Medicines were handled appropriately and stored securely. Medicine Administration Records (MAR) were signed to indicate people's prescribed medicine had been given.

The home was meeting the requirements of the Deprivation of Liberty Safeguards. Staff had received appropriate training, and had a good understanding of the Mental Capacity Act 2005 and the Deprivation of Liberty Safeguards. Records showed appropriate mental capacity assessments had been carried out.

Staff received induction and training. A training programme was in place and staff had been encouraged to complete all mandatory refresher training. Staff had supervision meetings and team meetings were held to support them in their role.

People had their nutritional needs assessed and monitored and were supported to enjoy a range of food and drink of their choice.

People said they were treated in a kind and caring manner. People were able to make choices about the way they were cared for.

People were supported to access health care professionals and health care services when needed.

Activities were personalised for each person. People made suggestions about activities they wanted to participate in each day. People were offered the choice if they wanted to go out with staff daily.

People were actively encouraged to provide feedback. Complaints were investigated and action taken to address concerns when needed.

Inspection areas



Updated 3 January 2018

The home was safe.

Staff were confident about recognising and reporting suspected or actual abuse.

Risks associated with people�s care were identified and managed. Staff understood how to manage risks.

Policies and procedures were in place to minimise the risks of infection.

People's medicines were managed safely.

There were enough staff on duty to support people's needs. Pre-employment checks of staff were carried out before they started work at the home.



Updated 3 January 2018

The home was effective.

Staff received the training and support they needed to have the skills and knowledge to support people and to understand their needs.

People were supported to make decisions about their care and support and staff obtained their consent before support was delivered.

The manager knew their responsibility under the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS) to protect people.

People received a nutritious and balanced diet.

People had access to healthcare services and had their healthcare needs met.



Updated 3 January 2018

The home was caring.

People were treated with kindness and compassion and had their privacy and dignity respected.

Staff understood people's needs and the things that were important to them. Independence was encouraged.

People we spoke with were positive about the care and support they received. We observed good interactions between the staff and people who lived at the home.

Staff demonstrated a good understanding of people�s likes and dislikes and their life history.



Updated 3 January 2018

The home was responsive

People had plans of care in place that detailed the care and support they needed. These were regularly reviewed.

People were involved in activities in accordance with their needs and preferences. The activities were based on the needs, preferences and choices of each person.

There was a complaints procedure in place and people were informed about how to make a complaint if they were dissatisfied with the care provided.



Updated 3 January 2018

The home was well-led.

The home had a positive, open and transparent culture.

There was good management and leadership at the home. The manager had a clear vision of where they wanted the home to go in the future.

Accidents and incidents were monitored by the manager to ensure any triggers or trends were identified.

There were systems in place to monitor the quality of the care provided to people. Regular audits were carried out by the manager.

The Care Quality Commission (CQC) had been notified of important events within the home, in line with current legislation.