The Cannons provides care and support to people living in specialist ‘extra care’ housing. Extra care housing is purpose-built or adapted single household accommodation in a shared site or building. The accommodation is rented, and is the occupant’s own home. People’s care and housing are provided under separate contractual agreements. CQC does not regulate premises used for extra care housing; this inspection looked at people’s personal care and support service.

Not everyone using The Cannons receives the regulated activity of ‘personal care’; which involves help with tasks related to personal hygiene and eating. CQC only inspects the service provided by people receiving ‘personal care’. When looking at the care these people receive we also take into account any wider social care provided.

The Cannons is comprised of 38 units on one site. Most of the units are self-contained flats within a central building which also houses the communal facilities. There are four bungalows in the grounds which are also part of the service. The main offices are based in the main building which also has a number of communal facilities, including a laundrette and dining area. At the time of our inspection there were 36 people living at The Cannons.

The inspection took place on 9 November 2017 and was announced.

A registered manager was 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.

The manager was a strong and effective leader who promoted a person centred and open culture. There were innovative and comprehensive measures in place to check on the quality of the care provided which involved staff and people at the service. There was a clear vision for the service and a commitment to developing high quality care, in line with best practice. The provider and manager worked well with external partners to ensure people received a consistent service.

People were enabled to minimise risks to their safety while retaining their independence, where possible. There were sufficient, safely recruited staff to support people and meet their needs. The manager constantly evaluated staffing numbers to ensure the service responded to any changing needs. Staff advocated for people where they were concerns about their safety. People received personalised support with their medicine. Staff supported people to minimise the risk of infection.

Staff were skilled in providing care for people in which met their individual needs and good practice was promoted throughout the service. Staff provided flexible support to enable people to have enough to eat and drink. People’s on-going wellbeing was monitored well and where necessary they were supported to access input from external health and social care agencies. The manager and staff actively promoted people’s right to make choices and monitored people’s capacity to make decisions about the care they received.

Staff developed positive relationships with people and provided support which was caring and enabling. People were treated with respect and their human rights and dignity was promoted. Where necessary, people had access to advocacy.

Care and support had been developed in consultation with people and was outlined in clear plans to staff. Support was tailored to people’s needs and reviewed and amended as necessary. People felt able to raise concerns and these were responded to promptly and effectively.