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Inspection carried out on 9 May 2017

During a routine inspection

We inspected James Hirons Care Home on 9 May 2017. The inspection visit was unannounced.

James Hirons Care Home provides accommodation for people in a residential setting and is registered to provide care for up to 23 people. There were 19 people living at the home when we inspected the service. People were cared for over two floors. On the ground floor there were a number of communal areas where people could choose to spend their time. There was one dining room split over two different levels, three conservatory areas, a library, a large garden area, and two separate lounge areas at the home.

A requirement of the provider’s registration is that they have a registered manager. 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 and associated Regulations about how the service is run. There was an experienced registered manager in post at the time of our inspection who had been at the service for several years.

People felt secure in the home and safe with the staff who provided their care and support. Staff understood their responsibilities to keep people safe and manage any risks associated with their care. Staff told us they would not hesitate to report any concerns they had about people's health or wellbeing. People had call bells and pendant alarms to hand so they could easily call for assistance.

People were at ease with staff and enjoyed being with them. Staff spoke with people in a warm and respectful manner, engaged them in conversations which were of interest to them and listened to what people had to say. Staff promoted people's dignity by supporting them with personal care in a way that was meaningful to them.

There were sufficient numbers of staff to provide safe, effective care and staff told us they had enough time to spend with people. The provider had a robust recruitment and selection process to ensure staff with the right skills and values worked in the home.

Staff received training and support so they felt confident in their roles. Staff worked within the principles of the Mental Capacity Act 2005. They supported people’s decision making by offering them choices and respected the decisions they made about their care. Staff used their knowledge of people to provide care that met individual needs and preferences.

Staff understood how to manage people’s specific healthcare needs and knew when to seek professional advice and support so people’s health and welfare was maintained. The provider’s procedures for the storage and administration of people’s medicines reflected good practice.

People were supported with their nutritional needs and they told us they enjoyed the food and drinks they were offered.

The home was well maintained and decorated and care had been taken to provide a relaxing, homely environment where people and their visitors felt welcomed. People were offered a range of activities that promoted physical activity, mental stimulation and social engagement.

There was an open and inclusive culture within the home. People, their relatives and staff felt informed and involved. Staff felt well supported and valued and described their relationship with the management team in positive terms.

There was a system of internal audits and checks completed within the home to ensure the safety and quality of service was maintained. The quality assurance system included asking people, visitors, relatives, and staff about their experience of the service so any areas where improvements were required could be identified.