13 November 2017
During a routine inspection
The home is purpose-built and designed for people living with different stages of dementia. The home provides 24-hour nursing care and is situated in the centre of Chelsea, with access to close transportation links and local amenities. People who use the service pay privately for their care and the provider offers bespoke services. At the time of the inspection there were 15 people using the service.
The service 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 building was designed to look like a hotel to reflect the experiences of people who had travelled and lived in hotels, as part of their previous occupation and/or social interests. People were referred to as 'members' and their rooms were referred to as 'suites'. People were provided with guest services and a unique mealtime experience. They were served beautifully presented meals by a head waiter and food cooked by an award winning chef. There was enough food and drink and people could eat the meals they wanted at the time they chose.
People had individual risk assessments detailing the risks to their health and safety, based on an assessment of their needs. Staff were familiar with risks relating to people’s wellbeing and the systems in place to keep people safe from abuse.
Background checks were completed to ensure that staff were suitable to work with people; however some references were not authenticated. Each person was supported by two members of staff regardless of their care needs and there was enough staff deployed to help people when they asked for support.
Good systems were in place to ensure the safe administration, storage and disposal of medicines. Staff followed infection control protocols and people had access to personalised laundry and housekeeping services.
Staff had completed an induction, training and supervision to further develop their skills and knowledge. Care plans evidenced people’s diverse needs and records were stored electronically and updated at the time people received care. Relevant external health practitioners had access to these. People were supported to live healthier lives and received regular visits from health professionals. Advanced care wishes were written in people’s care plans on how people wished to be supported at the end of their life.
Staff sought people’s consent before carrying out care and support and they understood and worked within the principles of the Mental Capacity Act 2005 (MCA). People were looked after by staff who were kind and caring and their relatives and visitors were made to feel welcome when they spent time with their family members in the home. Staff respected people’s dignity and privacy and were committed to ensuring people felt valued by giving them the choice to make day to day decisions about their care.
People took part in activities and events that were stimulating and personalised to their needs to help them continue to lead fulfilled lives. They were asked their views and suggestions to help shape the services and knew how to raise a complaint, and were confident any concerns they raised would be resolved.
People, their relatives and health professionals spoke favourably about the management of the home. There was a range of quality assurance systems in place to monitor and improve service provision. The provider worked in partnership with other services to ensure members of the public could access their facilities and sought new ways to develop changes to meet the needs of the people they supported.
We have made one recommendation about information being accessible to people in an easy read format.