Archived: Hawthorns

We found the following examples of good practice.

Robust entrance procedures were in place to ensure those entering the home were symptom free and in good health.

The home was clean and a rigorous cleaning schedule was in place and followed by staff and people living at the home.

Staff had been well trained and followed robust PPE [personal protective equipment] protocols.

The management were aware of zoning guidelines but did not need to implement it as no people were COVID-19 confirmed or suspected in this location.

The provider ensured there was a sufficient stock of personal protective equipment (PPE) and the vetted supplier ensured it complied with the quality standards. Staff had infection control training and understood the correct donning and doffing procedure.

People were supported by a stable and committed team of staff whom they knew well. Staff were well supported and praised the management team, comments included; "The [registered] manager and the team have been fantastic and supportive. Our service users have responded well and followed the guidance as things changed during the pandemic."

The provider considered risks and impact of the inspection on the individual staff members, this included around their health conditions as well as their caring responsibilities. Staff and people using the service all had individual COVID-19 related risk assessments in place which were reviewed regularly by the registered manager during monthly audit checks.

Additional cleaning schedules had been introduced to reflect additional tasks such as cleaning of frequently touched surfaces. Regular audits took place which led to improvements and safety.

Regular testing for COVID-19 was conducted for both people living at the service and the staff.

The provider ensured people's relatives were able to stay in touch with people. For example, by using technology and through safe, face to face visits in well ventilated spaces and outdoors, then as restrictions were lifted, through visits in line with government guidance.

There was a comprehensive contingency plan of what to do in case of a COVID-19 outbreak.

The Hawthorns is a ‘care home’. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection. The home provides accommodation and support for up to six adults who have learning disabilities. It is owned by Transparent Care Ltd. This is The Hawthorns first inspection under this provider. At the time of the inspection there were six people living at the service.

There was a registered manager in post. 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 and relatives told us they were safe living at The Hawthorns. Staff demonstrated they understood how to keep people safe and we noted that risks to people's safety and well-being were managed through a risk management process. We observed people's needs were met in a timely way by sufficient numbers of skilled and experienced staff. People were supported by staff who had been trained in the Mental Capacity Act 2005 and applied its principles in their work.

People and relatives were complimentary about the staff and management at the home. They told us staff were kind, caring and compassionate. Staff members, including the management team, were knowledgeable about individuals' care and support needs and preferences.

People's health care needs were met and they had access to a range of healthcare professionals. Where required appropriate referrals were made to external health professionals, such as GPs or social workers.

The provider had systems in place to receive feedback from people who used the service and staff members about the service provided. People were encouraged and supported to raise any concerns with staff or management and were confident they would be listened to and things would be addressed.

Staff told us, and records confirmed they had effective support. Staff received regular supervision

(one to one meetings with their manager) and yearly appraisals. People were supported appropriately to eat and drink sufficient amounts to help maintain their health and well-being.

The provider had safe recruitment processes in place, which helped to ensure that staff employed were of good character and suited to the roles they were employed for. People's medicines were managed safely and kept under regular review. Infection control measures were in place to help reduce the risks of cross infection.

There was an open and inclusive culture in the home and people and staff felt they could approach the management team and were comfortable to speak with the registered manager if they had a concern. We saw evidence that arrangements were in place to formally assess, review and monitor the quality of care provided at the home.