This inspection took place on 8 and 9 February 2017 and the first day was unannounced. This means the provider did not know we were coming.

Abbeyfield Residential Care Home- Castle Farm is a purpose built care home for older people, some of whom have a dementia-related condition. It does not provide nursing care. It has 24 bedrooms and 23 people were living there at the time of this inspection.

At the last inspection, the service was rated good. At this inspection we found the service remained good.

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 a legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

Systems were in place to protect people from avoidable harm. Staff received safeguarding training and were knowledgeable about their roles and responsibilities for ensuring people’s safety. Risks to people, staff and visitors were assessed and monitored. The service took action to minimise risks where appropriate in order to keep people safe from harm.

Robust recruitment processes were in place to ensure staff members were suitable to work with vulnerable people. Staffing levels were based on the dependency levels of people living at the home and were reviewed on a regular basis. Our observations during the inspection and from feedback we received were that staffing levels were appropriate to safely meet people’s needs.

Appropriate systems were in place for the management of people’s medicines. People were encouraged to maintain their independence, for example through retaining responsibility for managing their own medicines.

Staff were supported through the provision of role specific training, supervision sessions and annual appraisals. Although appraisals for some staff had lapsed at the time of the inspection, the registered manager had taken action to address this. Staff confirmed they felt well supported in their roles and spoke positively about the registered manager and their leadership and management of the home.

The service worked within the principles of the Mental Capacity Act 2005. People’s capacity to make decisions about their care and treatment was assessed and where appropriate, “best interest” decisions were made on people’s behalf. These involved relevant healthcare professionals as well as people’s friends and family members.

People were very complimentary about the kind and caring nature of the staff team. The majority of staff had worked at the home for a significant period of time. They had developed strong, caring relationships with the people they supported and were very knowledgeable about the individual needs, likes and dislikes.

People’s needs were assessed prior to them joining the service. Detailed, person-centred care plans were produced which guided staff on how to care for people. These included details of any preferences people may have. People and their representatives were actively involved in their care planning and were also encouraged to voice their opinions about the service in general.

People’s needs were reviewed on an on-going basis and action taken to obtain the input of other healthcare professionals where appropriate. Systems were in place to ensure people had sufficient to eat and drink and to access other healthcare professionals in order to maintain good health.

A range of systems were in place to monitor and review the quality and effectiveness of the service. Action was taken to address areas for improvement identified. Complaints were taken seriously and records maintained of the action taken by the service in response to any form of dissatisfaction.

People were treated with respect by staff at all times, and they were asked to give their consent to their care and treatment.

People's care and personal needs were carefully assessed before any care was given. Detailed personalised care plans were in place to guide staff on how best to meet people's needs and their personal preferences. People told us they were very happy with their care. One person told us, “I’m very happy, here, and very settled. They do everything for me.” Another person said, “The staff care for me in the way I want to be cared for. They are very friendly, and take a great interest in you and your family.” A third person told us, “I am well looked after. I can’t think how the home could be improved.”

Where people were able and willing to take responsibility for their prescribed medicines, they were able to do so. For other people, appropriate arrangements were in place for the ordering, storage and administration of their medicines.

The home took care to make sure that only properly vetted and suitable people were employed to work in the home.

The home listened to what people said and acted accordingly. Very few complaints were received.

People living in the home were uniformly positive in their views about the home. Comments included:

“Very good care – really caring”

“I would recommend it to anyone”

“Best place in the north of England!”

We spoke with visitors to the home, who were also very positive. Their comments included:

“Lovely home, absolutely fabulous. It rates well in all areas”

“A very good home. I’ve been in many homes over the years and this is one of the best”

“Very caring place”.

This inspection took place on 8 and 9 February 2017 and the first day was unannounced. This means the provider did not know we were coming.

Abbeyfield Residential Care Home- Castle Farm is a purpose built care home for older people, some of whom have a dementia-related condition. It does not provide nursing care. It has 24 bedrooms and 23 people were living there at the time of this inspection.

At the last inspection, the service was rated good. At this inspection we found the service remained good.

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 a legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

Systems were in place to protect people from avoidable harm. Staff received safeguarding training and were knowledgeable about their roles and responsibilities for ensuring people’s safety. Risks to people, staff and visitors were assessed and monitored. The service took action to minimise risks where appropriate in order to keep people safe from harm.

Robust recruitment processes were in place to ensure staff members were suitable to work with vulnerable people. Staffing levels were based on the dependency levels of people living at the home and were reviewed on a regular basis. Our observations during the inspection and from feedback we received were that staffing levels were appropriate to safely meet people’s needs.

Appropriate systems were in place for the management of people’s medicines. People were encouraged to maintain their independence, for example through retaining responsibility for managing their own medicines.

Staff were supported through the provision of role specific training, supervision sessions and annual appraisals. Although appraisals for some staff had lapsed at the time of the inspection, the registered manager had taken action to address this. Staff confirmed they felt well supported in their roles and spoke positively about the registered manager and their leadership and management of the home.

The service worked within the principles of the Mental Capacity Act 2005. People’s capacity to make decisions about their care and treatment was assessed and where appropriate, “best interest” decisions were made on people’s behalf. These involved relevant healthcare professionals as well as people’s friends and family members.

People were very complimentary about the kind and caring nature of the staff team. The majority of staff had worked at the home for a significant period of time. They had developed strong, caring relationships with the people they supported and were very knowledgeable about the individual needs, likes and dislikes.

People’s needs were assessed prior to them joining the service. Detailed, person-centred care plans were produced which guided staff on how to care for people. These included details of any preferences people may have. People and their representatives were actively involved in their care planning and were also encouraged to voice their opinions about the service in general.

People’s needs were reviewed on an on-going basis and action taken to obtain the input of other healthcare professionals where appropriate. Systems were in place to ensure people had sufficient to eat and drink and to access other healthcare professionals in order to maintain good health.

A range of systems were in place to monitor and review the quality and effectiveness of the service. Action was taken to address areas for improvement identified. Complaints were taken seriously and records maintained of the action taken by the service in response to any form of dissatisfaction.