Background to this inspection
Updated
4 December 2020
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.
This was a targeted inspection looking at the infection control and prevention measures the provider has in place.
As part of CQC’s response to the coronavirus pandemic we are conducting a thematic review of infection control and prevention measures in care homes.
This inspection took place on 11 November 2020 and was announced.
Updated
4 December 2020
This unannounced comprehensive inspection took place on 1 and 6 August 2018.
Hillbrow 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. Hillbrow provides accommodation and personal care to a maximum of 24 people who may have a physical condition or are living with dementia in one adapted building. At the time of our inspection there were 23 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.
Staff were highly skilled and had a natural aptitude to give reassurance and comfort. They treated people with the utmost dignity and respect when helping them with daily living tasks.
Staff were highly motivated to ensure people received care which was compassionate and kind. The atmosphere in the home was warm and very friendly. People had developed strong relationships with staff, and it was evident that this was an important part of the ethos of the service. Staff spent quality time chatting and building interpersonal relationships with people and saw this as a vital part of their role. They recognised how this gave people a sense of overall well-being and ensured the family feel of the home.
People received exceptionally personalised care and support specific to their needs and preferences. There was an excellent understanding of seeing each person as an individual, with their own social needs.
The service strived to provide people and those that matter to them with rich and fulfilled lives. They had actively sourced new opportunities for people to connect with the world and with others. The activities coordinator had linked up with a national retailers’ Community Team who engaged in outreach work with people living in the local community. As a result, themed cafes had been developed at the home, where people were able to experience cooking and dining on food from different countries.
People were encouraged to socialise, pursue their interests and hobbies and try new things in a wide variety of inspiring and innovative ways. There was a focus on wellbeing and having a sense of purpose. The organisation, including all staff involved ensured people had access to as many opportunities as possible to aid their physical and mental health well-being. Activities formed an extremely important part of people’s lives and had a positive impact on their wellbeing.
People were supported to have a peaceful, comfortable and dignified end of life care in line with national best practice guidance.
The management team were forward thinking. They provided strong leadership; were good role models for all staff and drove up excellent practice to provide people with opportunities. They had established a service where staff were clear about the values and ethos of the service. It had a positive culture that was person-centred, open, inclusive and empowering. Staff were supported to reach their true potential.
People, relatives and staff described the service in outstanding terms. Relatives spoke fondly of the provider, registered manager and their staff team. They felt the service was an inspiration due to how it was run. Comments included: “The registered manager is fabulous”; “Exceptionally well run” and “Hillbrow is the best place in town, great reputation for years.”
People felt safe and staff demonstrated a good understanding of what constituted abuse and how to report if concerns were raised. Measures to manage risk were as least restrictive as possible to protect people’s freedom. People’s rights were protected because the service followed the appropriate legal processes. Medicines were safely managed on people’s behalf.
There were effective staff recruitment and selection processes in place. Staffing arrangements were flexible in order to meet people’s individual needs. Staff received a range of training and regular support to keep their skills up to date in order to support people appropriately.
There were regular opportunities for people and people that matter to them to raise issues, concerns and compliments.
There was evidence of quality monitoring leading to continuous improvement and people were actively involved in the running of the service. For example, through regular resident meetings where both people living at Hillbrow and their relatives were able to have their voices heard and actions taken.
The management team strived to provide the best possible service for people. A number of effective methods were used to assess the quality and safety of the service people received and changes and improvements were made in response.