Archived: Sunrise of Fleet

We found the following examples of good practice.

The provider had installed personal protective equipment and hygiene stations in key areas of the home, including frequently used walkways. This provided prompts and easy access for staff to help ensure appropriate use and disposal of this equipment.

The provider worked to minimise the pandemic’s impact on people’s wellbeing. The use of different communal areas had helped to promote social distancing, whilst ensuring people had access to regular activities and social contact with others.

The provider took a comprehensive approach to minimising the risk of infections being brought in the home. This included putting measures in place to avoid the need for staff to use public transport when commuting to and from work.

The provider had detailed plans in place around visitors to the home, which balanced risks with considerations around people’s wellbeing. Walking routes when accessing the garden for visits had been carefully planned to minimise use of communal areas. Additional staff had been assigned to clean transit routes as people made their way to and from visits. This helped to ensure these frequently used areas were clean.

Further information is in the detailed findings below.

Sunrise of Fleet is a 'care home'. People in care homes receive accommodation and nursing or personal care, as single package under one contractual agreement. The Care Quality Commission (CQC) regulates both the premises and the care provided, and both were looked at during this inspection.

This care home is run by two providers; namely, Sunrise UK Operations Limited and Sunrise Senior Living Limited. These two providers have a dual registration and are jointly responsible for the services at the home. This report is in relation to Sunrise Senior Living Limited. A separate report has been produced for Sunrise UK Operations Limited.

Sunrise of Fleet accommodates up to 78 people in one building over three floors. The first two floors were designated for ‘Assisted Living’, where people had a range of care needs but could carry out various aspects of daily living independently. The top floor was the ‘Reminiscence’ community, which had been designed as a living space suitable for people living with dementia. There were 70 people living in the home at the time of inspection. People living at the service were older people, some of whom were living with dementia.

The home had 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 2008 and associated Regulations about how the service is run. The registered manager was supported by a deputy manager and a coordinator for the ‘Assisted Living’ and ‘Reminiscence’ communities.

People experienced care that made them feel safe and were protected from avoidable harm and discrimination. When concerns had been raised, thorough investigations were carried out, in partnership with local safeguarding bodies.

Risks were assessed, monitored and managed effectively. Staff were aware of people’s individual risks and how to support them to remain safe. People were involved in developing support plans to manage their own risks, which promoted their freedom and independence.

There were sufficient staff to respond quickly and provide safe and effective care to people. The registered manager operated a robust recruitment process, based on relevant pre-employment checks, which assessed the suitability of candidates to support older people and those living with dementia.

People's dignity and human rights were protected, whilst keeping them and others safe. Staff supported people who experienced behaviour which may challenge sensitively and effectively.

The provider proactively reviewed all accidents and incidents and acted to reduce the risk of a future recurrence.

People received their prescribed medicines safely, from staff who had their competency to administer medicines assessed. People’s medicines management plans were reviewed regularly to ensure continued administration was still required to meet their needs.

High standards of cleanliness and hygiene were maintained throughout the home, which reduced the risk of infection. Staff followed the required standards of food safety and hygiene, when preparing, serving and handling food.

The provider and registered manager ensured staff had an effective induction, ongoing training and support to maintain necessary skills and knowledge to support people effectively.

People were supported to eat and drink enough protect them from the risk of poor nutrition and dehydration. Risks to people with more complex nutritional needs were promptly referred to relevant dietetic specialists.

Each person had an individual health action plan which detailed the completion of important monthly health checks. The registered manager consistently referred people to external services when required, which maintained their health.

The home had been designed to promote the independence and safety of people who live with dementia, which helped to reduce some of their symptoms like disorientation and confusion.

The registered manager had ensured people’s ability to make decisions was assessed in line with the Mental Capacity Act 2005 (MCA). People’s human rights were protected by staff who demonstrated a clear understanding of consent, mental capacity and Deprivation of Liberty Safeguards legislation and guidance.

People experienced meaningful relationships with staff who knew about their families and life histories. Staff consistently treated people with compassion, kindness and respect.

Staff spoke about people with pride, passion and fondness, recognising people’s talents and achievements, which demonstrated how they valued them as individuals. Relatives consistently reported that staff interaction with their loved ones had a positive impact on their well-being and happiness. People were supported to follow their interests and hobbies, and enjoyed the wide range of activities provided at the home. This protected them from the risk of social isolation and loneliness.

Staff were patient and unhurried when supporting people and encouraged them to take their time and not to rush. Staff consistently treated people with respect and dignity.

Staff supported people to maintain close links with their loved ones and understood the importance of celebrating important milestones.

People’s choices and independence were promoted by staff supporting and encouraging them to do things themselves. People were actively encouraged to carry on their familiar routines, such as visiting friends or local shops.

People actively contributed to their care planning and experienced care that was flexible and responsive to their individual needs and preferences. People received care and support that reflected their wishes, from staff who understood how to promote their independence and maximise the opportunity to do things of their choice.

Care plans were personalised and contained information such as the person’s life history, preferences and interests. People living with dementia had assessments relating to memory, cognition, mood, interactions and behavioural tendencies. It was noted that some plans lacked detail, or contained conflicting, out of date or repetitive information. The deputy manager had begun to review these care plans, since their return from a secondment.

There were regular opportunities for people and staff to feedback any concerns at review meetings, staff meetings and supervision meetings. People and their relatives knew how to complain. The registered manager used concerns and complaints to drive improvement within the home.

People were supported with care and compassion at the end of their life to have a comfortable, dignified and pain-free death. Staff were thoughtful and consistently treated relatives with kindness, which made them feel involved, listened to, and informed in the last days of their loved one’s life.

The home was consistently well-managed by the registered manager who provided clear and direct leadership. Staff consistently told us the management team had created a supportive environment where their opinions and views were discussed and taken seriously, which made them feel their contributions were valued.

Quality assurance systems were in place to monitor the quality of service being delivered, which were effectively operated by the management team, to drive continual improvement in the service.

The registered manager collaborated effectively with key organisations and agencies to support care provision, service development and joined-up care, for example; local GPs and community mental health and nursing teams.