This unannounced inspection took place on 21 September 2017.Barden House is registered to provide care and support to ten people living with mental health conditions. The home is situated in a residential area of Morecambe. All bedrooms have ensuite facilities. There are also three shower rooms and one bathroom. The home has access to a bus route and local amenities.
There was a registered manager in place. A registered manager is a person who has registered with the Care Quality Commission (CQC) 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 service was registered with the Care Quality Commission in July 2016. This was the first inspection of the service.
At this inspection carried out in September, people spoke positively about the care delivered. People told us staffing levels were conducive to meet their needs. We observed staff being patient and spending time with people who lived at the home.
People told us and we saw evidence that people felt safe and secure. There was a warm and welcoming atmosphere at the home. Staff understood the importance of nurturing a home environment to promote people’s well-being.
Staff treated people with kindness and compassion. We observed staff being patient with people and offering reassurance when required. People who lived at the home told us staff were kind and caring.
There was an emphasis on promoting dignity, respect and independence for people who lived at the home. People told us staff treated them as individuals and delivered person centred care. There was a commitment from the registered manager to promote people’s independence and involve them in the way the home was managed. We saw evidence of people making suggestions to improve the service and these being actioned.
Arrangements were in place to protect people from risk of abuse. Staff had knowledge of safeguarding procedures and were aware of their responsibilities for reporting any concerns.
Suitable arrangements were in place for managing and administering medicines. The senior management team carried out audits of medicines to ensure systems were followed correctly by staff. We noted action had been taken by the registered manager when areas for improvement within medicines processes were identified.
Recruitment procedures ensured the suitability of staff before they were employed. Staff told us they were unable to start their employment without all the necessary checks being in place.
People’s healthcare needs were monitored and managed appropriately by the service. People told us guidance was sought in a timely manner from health professionals when appropriate. We saw evidence of partnership working with multi-disciplinary professionals to improve health outcomes for people who lived at the home.
Care plans were person centred and took the needs and considerations of the person into account. People who lived at the home said they were involved in the care planning process. People were asked to consent to having care and support provided. Care plans were reviewed and updated at regular intervals and information was sought from appropriate professionals as and when required.
People were happy with the variety, quality and choice of meals available to them. They told us they were involved in choosing their own food at the home. People’s nutritional needs were addressed and monitored.
People were offered opportunities to carry out activities of their own choosing. Staff understood the importance of providing person centred support to encourage and motivate people to be active.
People who lived at the home praised the living standards offered at the home. The home was described as a ‘home from home.’ Bedrooms had been personalised and individualised with people. Premises and equipment were appropriately maintained.
The registered manager had a training and development plan for all staff. We saw evidence staff were provided with relevant training to enable them to carry out their role. This included bespoke training in relation to people who lived at the home.
Staff we spoke with were aware of the principles should someone require being deprived of their liberty. Good practice guidelines were consistently implemented to ensure all principles of the Mental Capacity Act (MCA) 2005, were lawfully respected.
Feedback was routinely sought about the service provided from people who lived at the home through monthly residents meetings and six-monthly questionnaires.
The registered manager had an auditing system at the home to ensure that safe and effective care was provided at all times. This included auditing medicines processes and the environment. In addition the provider was auditing their own progress at developing a person centred organisation. This showed us the service was committed to providing person centred care.
Systems were in place to ensure statutory notifications were provided to the Care Quality Commission (CQC), however this was not consistently implemented. We have made a recommendation about this.
People who lived at the home and staff all provided positive feedback about the registered manager. Staff were positive about ways in which the service was managed and said the home was a good place to work. Staff described teamwork as “Good,” and said there was regular communication between senior management and staff.