30 October 2015
During a routine inspection
This inspection took place on 30 October 2015 and was unannounced.
The service is registered to provide residential care for up to 40 older people. At the time of our inspection 27 people were using the service, including some people living with dementia.
There was a registered manager in place at Richmond Residential Care Home at the time of our inspection. 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 2008 and associated Regulations about how the service is run.
People were not fully protected from the risks associated with medicines as procedures designed to reduce risks to people were not followed and sufficient stocks of medicine were not always available. We also found individual risks associated with people’s care and support were not always identified in care plans and risk assessments.
In addition, care plans did not always reflect the care and treatment people needed, and where care plans were accurate, staff did not always follow them. This resulted in people not always receiving the responsive and personalised care they required.
When people lacked the capacity to consent to their care and treatment we found that decisions had not been taken in line with the Mental Capacity Act (MCA) 2005. Information about people’s day to day needs was not always recorded and used effectively to update staff as to any changes in people’s care and treatment.
Systems to check on the quality and safety of service provided had not yet been fully embedded, and had not identified all shortfalls in the service. Care plans and other records associated with the service were available, however, sometimes not all records were kept confidentially.
People had their views and choices respected and were included in making decisions about their care and support. People knew how to raise concerns, suggestions and complaints. People could take part in organised afternoon activities and some people could pursue their own interests. However, when the activities coordinator was not present, people experienced varying levels of engagement and stimulation because staff members varied in how much they engaged people in everyday conversation
People received care and support from staff who showed respect for people’s privacy and dignity. Overall, the staff team’s approach to people was caring. Staff received support, supervision and training to help them understand the needs of people using the service. People enjoyed their meals and choices of food and drink were provided which met their dietary requirements. People’s health care needs were supported by other professionals when required.
Sufficient numbers of staff were available, however at certain times of the day they were not always effectively deployed to meet people’s needs. Staff were aware of how to raise concerns to keep people safe and staff working at the service had been subject to pre-employment checks that helped ensure they were suitable to work there.
The registered manager had an open and approachable management style. The registered manager was coordinating a number of improvements planned for the service, including updating furnishings as well as management and information systems.