Brighstone Grange

Updated 18 February 2022

We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008.

As part of CQC’s response to the COVID-19 pandemic we are looking at how services manage infection control and visiting arrangements. This was a targeted inspection looking at the infection prevention and control measures the provider had in place. We also asked the provider about any staffing pressures the service was experiencing and whether this was having an impact on the service.

This inspection took place on 14 February 2022 and was announced. We gave the service 2 days’ notice of the inspection.

Updated 18 February 2022

Brighstone Grange is a care home registered to provide accommodation for up to 23 older people, some of whom were living with dementia. At the time of our inspection there were 21 people living in the home. The service also provided personal care support to a person in their own home within the local community, known as ‘the hub’. The inspection was unannounced and was carried out on the 31 October 2017 and 7 November 2017.

There was a registered manager in place at the home. 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 in the Health and Social Care Act 2008 and associated Regulations about how the home is run.

People’s medicines were not always stored at the correct temperature. We have recommended that the provider seek advice and guidance on the safe storage of medicines. Medicines were administered by staff who had received appropriate training and assessments. People received their medicines at the right time and in a way that met their needs.

People and their families told us they felt the home was safe. Staff and the registered manager had received safeguarding training and were able to demonstrate an understanding of the providers’ safeguarding policy and explain the action they would take if they identified any concerns.

Staff knew the people they supported and were able to explain the risks relating to them and the action they would take to help reduce the risks from occurring.

People were supported by staff who had received an induction into the home and appropriate training, professional development and supervision to enable them to meet people’s individual needs.

The provider have an effective recruitment process in place. This included an interview process which involved the people living at the home and all appropriate checks. There were enough staff to meet people’s needs and to enable them to engage with people in a relaxed and unhurried manner.

Staff sought consent from people before providing care. Where people lacked the capacity to make a decision staff followed legislation designed to protect people’s rights. Where necessary Deprivation of Liberty Safeguards (DoLS) applications had been made.

Staff developed caring and positive relationships with people and were sensitive to their individual communication styles, choices and treated them with dignity and respect. People were encouraged to remain as independent as possible and maintain relationships that were important to them.

People were supported to have enough to eat and drink. Staff who prepared people’s food were aware of their likes, dislikes and dietary needs. Mealtimes were a social event and staff supported people, when necessary in a patient and friendly manner.

People and when appropriate their families were involved in discussions about their care planning, which reflected their assessed needs. Healthcare professionals, such as chiropodists, opticians, GPs and dentists were involved in people’s care when necessary.

There was an opportunity for people and their families to become involved in developing the service. They were encouraged to provide feedback on the service provided both informally and through resident forums, a quarterly survey and through a ‘bright ideas’ suggestion box. They were also supported to raise complaints should they wish to.

People told us and indicated that they felt the home was well-led and were positive about the registered manager who understood the responsibilities of their role. The provider was fully engaged in running the home and provided regular support to the registered manager.

The providers’ clear vision and values underpinned staff practice and put people at the heart of the service. Staff were aware the vision and values, how they related to their work and spoke positively about the culture and management of the home.

There were systems in place to monitor quality and safety of the home provided. Accidents and incidents were monitored, analysed and remedial actions identified to reduce the risk of reoccurrence.