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Care Services

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Armstrong House, Bensham, Gateshead.

Armstrong House in Bensham, Gateshead is a Nursing home specialising in the provision of services relating to accommodation for persons who require nursing or personal care, caring for adults over 65 yrs, caring for adults under 65 yrs, dementia, learning disabilities, mental health conditions, physical disabilities and treatment of disease, disorder or injury. The last inspection date here was 30th August 2019

Armstrong House is managed by Care UK Community Partnerships Ltd who are also responsible for 110 other locations

Contact Details:

Ratings:

For a guide to the ratings, click here.

Safe: Good
Effective: Good
Caring: Good
Responsive: Good
Well-Led: Good
Overall: Good

Further Details:

Important Dates:

    Last Inspection 2019-08-30
    Last Published 2016-12-30

Local Authority:

    Gateshead

Link to this page:

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Inspection Reports:

Click the title bar on any of the report introductions below to read the full entry. If there is a PDF icon, click it to download the full report.

6th December 2016 - During a routine inspection pdf icon

At the last unannounced, comprehensive inspection completed on 26, 29 and 30 October 2015, we identified breaches of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2010 in relation to staffing, safe care and treatment, need for consent, person-centred care, receiving and acting on complaints and good governance. We asked the registered provider to take action to make improvements. The registered provider wrote to us to say what they would do to meet legal requirements in relation to these breaches. We undertook a focussed inspection completed on 3 May 2016 following concerns being raised about people being made to get out of bed early to suit staff. We did not find evidence of this at the time of our visit in May 2016. We undertook this comprehensive inspection to check that the registered provider had followed their plan and to confirm that they now met legal requirements.

Armstrong House is a purpose built care home providing accommodation and nursing care for up to 71 older people, some of whom have dementia. The service is provided over three floors and is separated into four individual units.

The service had a registered manager in place. 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.

We found the premises to be clean and tidy. Areas had been re-decorated and new furniture had been purchased. There was an on-going plan for re-decoration. There were some signs of odours in a couple of bedrooms we inspected but we saw that the registered manager was addressing this with confirmed orders for replacement flooring.

There were systems and processes in place to protect people from the risk of harm. The care staff understood the procedures they needed to follow to ensure that people were safe. They were able to describe the different ways that people might experience abuse and the right action to take if they were concerned that abuse had taken place.

Staff told us that they felt supported and had regular and productive meetings with the management team. Staff told us that they were up to date with their mandatory training and had completed training that was relevant to the service. We saw staff were supported to develop professionally by taking additional qualifications and roles of responsibility.

Staff and management had an understanding of the Mental Capacity Act (MCA) 2005. The senior management had a good knowledge of the principles and their responsibilities in accordance with the MCA and how to make ‘best interest’ decisions. We saw that appropriate documentation was in place for those people who lacked capacity to make best interest decisions in relation to their care. We saw that a multidisciplinary team and their relatives were involved in making such a decision and that this was recorded within the person’s care plan.

We looked at the arrangements that were in place to ensure that staff were recruited safely and people were protected from unsuitable staff. We found that safe recruitment and selection procedures were in place and appropriate checks had been undertaken before staff began work. This included obtaining references from previous employers to show staff employed were safe to work with vulnerable people.

Appropriate systems were in place for the management of medicines so that people received their medicines safely. We saw that medicines had been given as prescribed.

There were positive interactions between people and staff. We saw that people were supported by staff who respected their privacy and dignity. Staff were attentive, showed compassion, were encouraging and caring.

People told us they were provided with a choice of healthy food and drinks which helped to ensure that their n

3rd May 2016 - During an inspection to make sure that the improvements required had been made pdf icon

We carried out an unannounced comprehensive inspection of this service on 26, 29 and 30 October 2015. Six breaches of legal requirements were found.

After the comprehensive inspection, the provider wrote to us to say what they would do to meet legal requirements. These related to breaches of regulations regarding safe administration of medicines, supporting staff, consent to care and treatment, person-centred care, complaints and governance.

We undertook a focused inspection on 3 May 2016 to check the progress the provider had made in implementing their action plan. During the course of the inspection we also followed up on some concerns that had been raised with us. This report only covers our findings in relation to those requirements and the concerns. You can read the report from our last comprehensive inspection, by selecting the 'all reports' link for Armstrong House on our website at www.cqc.org.uk.

Armstrong House is a care home providing accommodation and nursing care for up to 71 older people, some of whom have a dementia-related condition. At the time of the inspection 64 people were living at the home.

The registered manager had left in the period since our last inspection. A new manager was in post at the time of this inspection who informed us they were in the process of registering.

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 provider had made improvements to the management of medicines and introduced a new system to improve the recording of topical medicines. However, records did not demonstrate that topical medicines were being consistently applied.

The provider had reviewed the provision of staff training and made the necessary arrangements for staff to undertake training within specified timescales. The provider had taken action to ensure all staff members were scheduled to receive six supervisions and an annual appraisal in line with their policy and procedure for supporting staff.

The provider had improved the process for acting on complaints and updated the service user guide to ensure people were made aware of the complaints procedure.

Although some improvements had been made to further personalise care records, people’s consent to care and treatment was not always being obtained to uphold their rights.

We concluded that the provider was making good progress towards their action plan and will check whether the improvements have been sustained at our next comprehensive inspection.

28th May 2014 - During a routine inspection pdf icon

Summary:

In this report the name of a registered manager appears who was not in post and not managing the regulatory activities at this location at the time of the inspection. Their name appears because they were still a Registered Manager on our register at the time.

We considered all the evidence we had gathered under the outcomes we inspected. We used the information to answer the five questions we always ask;

• Is the service caring?

• Is the service responsive?

• Is the service safe?

• Is the service effective?

• Is the service well led?

This is a summary of what we found-

Is the service safe?

There were enough staff on duty to meet the needs of the people living at the home and a member of the management team was available on call in case of emergencies. Staff personnel records contained all the information required to demonstrate that the staff employed to work at the home were suitable and had the skills and experience needed to support the people living in the home.

CQC monitors the operation of the Deprivation of Liberty Safeguards which applies to care homes. While no applications had needed to be submitted, proper policies and procedures were in place.

We found that improvements had been made to the cleaning of the building and of equipment used to care for people. This meant that people were protected from the risks of poor hygiene and cross-infection. People living in the home told us they felt safe and protected from harm by the staff.

Is the service effective?

People told us that they were happy with their care, and they and their relatives felt their needs had been met. Staff demonstrated they had a good understanding of the people’s care and support needs and knew them well. One person told us, “We are all very happy, here. This is a nice place.” Staff had received training to meet the needs of the people living at the home.

A social care professional told us the manager and staff were “on the ball”, and that the home was “doing very well, at the moment.” Health care professionals who visited the home were also positive about the quality of the care being delivered. One professional told us, “There’s a good stable staff team, who are competent and professional, and know their patients well.” We were given examples of significant improvements to people’s condition, including the complete healing of serious pressure ulcers, and marked reduction in behaviours that challenged the person and others around them.

Is the service caring?

We observed that staff were kind, caring and attentive to people living in the home. They were calm and unhurried in their approach to people’s care, and there was a relaxed and settled atmosphere in the home. We saw people were able to do things at their own pace and were not rushed. One person said, “I have no worries at all about my care. It’s lovely here.” People’s care plans showed that they were treated as individuals, and their care was tailored to their needs and wishes.

We spoke with relatives visiting the home. They told us they felt their relatives’ needs were being fully met. One spoke of the “kind and caring staff” and another relative said, “We are very happy with the care.”

Is the service responsive?

People’s needs had been assessed before they moved into the home. People were asked for their views in meetings and in surveys, and their views were taken seriously. One person told us, “They always listen to what I say.” Staff had a very good knowledge of people’s likes and dislikes, interests and preferences, and gave care and support that reflected this. People’s care was delivered in line with their individual care plan, and adjustments were made to the person’s plan if their needs changed.

Staff described the new manager as being “positive and responsive” to both staff and people in the home. People had good access to activities that were important to them and had been supported to maintain personal relationships with their friends and relatives.

Is the service well-led?

Staff had a good understanding of the ethos of the home and took a pride in their work. Effective quality assurance processes were in place. People who used the service and their relatives were asked for their views about their care and treatment in regular meetings and in annual surveys, and their views were acted upon.

Staff spoke highly of the manager, and said she always took their views into consideration. One care worker told us, “The manager listens, and is very supportive and helpful.” Staff told us they were clear about their roles and responsibilities, and could easily access company policies and guidance. Visiting professionals told us the manager was leading improvements in the home.

30th April 2012 - During a routine inspection pdf icon

We spoke to people who used the service and they told us they were happy with the service provided by the staff. They said staff responded to any questions or queries, promptly and politely.

They also said they had been asked about the help they needed when they started to use the service and they were regularly consulted about any changes to their care.

People spoken to were aware they had a care plan and also confirmed that any changes in their care had been discussed with them.

We were told that the food was ‘really good’, ‘can’t complain’ and that there was ‘enough to eat’.

People said they were confident staff would address any concerns as soon as possible and they knew who to go to if they had any issues to discuss. People said they had been given a copy of the complaints procedure and they would feel able to use it.

1st January 1970 - During a routine inspection pdf icon

This inspection took place on 26, 29 and 30 October 2015 and was unannounced.

We last inspected this service in May 2014. At that inspection we found the service was meeting all the legal requirements in place at the time.

Armstrong House is care home for older people, some of whom have a dementia-related condition. It provides nursing care. It has 71 beds and had 60 people were living there at the time of this inspection.

The service had a registered manager who had been in post for nearly two years. However, this person had been on sickness leave and tendered their resignation to the provider in the course of this inspection. 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.

We found some of the systems in place to ensure people received their medicines safely were not effective and could put people at risk.

Other risks to people were appropriately assessed and managed. Accidents and incidents were analysed and actions were taken to minimise the chances of them re-occurring.

Robust staff recruitment processes were in place to ensure applicants were properly assessed as to their suitability for working with vulnerable people. There were enough staff to meet people’s needs safely.

The staff team was experienced and skilled. Staff knew people’s likes, dislikes and needs well.

Staff had not been given the ongoing training they needed to keep their knowledge up to date. Nor had they been given the necessary support, in terms of supervision and appraisal.

CQC is required by law to monitor the operation of the Deprivation of Liberty Safeguards (DoLS) and to report on what we find. We found appropriate policies and procedures were in place and the registered manager was familiar with the processes involved in the application for a Deprivation of Liberty Safeguard. At the time of the inspection 13 people living in the home were subject to the Deprivation of Liberty Safeguards.

People’s needs were not always fully assessed before they came to live in the home. People and their relatives were involved in assessing their needs on admission and in drawing up plans to meet those needs. Social and spiritual needs were not fully considered, however.

Care plans were not always kept up to date or robustly reviewed.

People told us they felt staff listened to them and issues were resolved. Formal complaints were not always properly investigated or recorded in sufficient detail.

A good range of social activities was made available to people. However, arrangements for ensuring people regularly left the home for trips or other leisure activities were poor.

The management of the service had been inconsistent in recent months. Although a system of audits had been rigorous in identifying areas for improvement, the required changes had not always been followed up and achieved.

We found breaches of Regulations regarding safe administration of medicines; supporting staff; consent to care and treatment; person-centred care; complaints; and governance.

 

 

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