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 and to pilot a new inspection process being introduced by CQC which looks at the overall quality of the service.
The inspection was unannounced. At our previous inspection on 12 September 2013 we found that the provider was meeting the legal requirements of the Health and Social Care Act 2008.
Mountbatten Lodge is a residential home for up to 60 people who may be elderly, have a physical disability or be living with dementia. It does not provide nursing care. At the time of our inspection there were 60 people who lived at the home. The home has four units. Two units accommodate people who require personal care but who are not living with dementia. The remaining two units accommodate people who are living with dementia of various degrees. People who are living with dementia in the more advanced stages live in one unit whilst people living with dementia in a less advance stage live in the second unit.
The home is required to have a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission to manage the service and has the legal responsibility for meeting the requirements of the law; as does the provider. At the time of our inspection an application by the manager to become the registered manager of the home was being processed by the CQC.
People who lived at the home told us that they felt safe. People who lived at the home were protected from the risk of abuse because the provider had taken reasonable steps to identify the possibility of abuse and prevent abuse from happening.
Staff members had received training on the Mental Capacity Act 2005 (MCA) and were aware of the Deprivation of Liberty Safeguards (DoLS). They demonstrated an understanding of the requirements of MCA. A number of applications for DoLS had been made to the local authority.
Personalised risks were identified and strategies were in place to reduce the risk as much as possible. People were involved in deciding the level of risk to which they were exposed.
There were enough qualified, skilled and experienced staff to meet people’s needs. Use of agency workers was limited as the permanent staff had a better understanding of people’s needs. People were cared for by staff who were supported to deliver care safely and to an appropriate standard.
The home was clean, well lit and there was an up to date infection control policy in place to protect people from the risk of acquiring a healthcare associated infection. However, this policy was not always followed, which put people at a greater risk of acquiring an infection. The provider had taken steps to provide care in an environment that was suitably designed and adequately maintained. Two units of the home had been adapted for the needs of people who were living with dementia.
People, or relatives on their behalf, had been involved in determining their care needs. People were supported to be able to eat and drink sufficient amounts to meet their needs and told us the choice of food was good. People were encouraged to be as independent as possible but where additional support was needed this was provided in a caring, respectful manner.
People were supported to maintain their health and well-being. People's needs were assessed and care was planned and delivered in line with their individual needs.
There was an effective complaints system available. Comments and complaints people made were responded to appropriately. Information about complaints and how to make them was included on noticeboards in each of the four units. People who lived at the home and their representatives were asked for their views about their care and they were acted on.
The manager was supported by a deputy manager and also a team leader on each of the four units at the home. Staff members were encouraged to discuss improvements that could be made to the service and raise any concerns that they had at the regular staff meetings. Staff members felt supported, empowered and had a good understanding of their roles and responsibilities.
The provider had an effective system to regularly assess and monitor the quality of service that people received. The manager was supported by a number of specialists in the provider’s organisation to ensure that best practice was identified and implemented.