What the CQC found at Kemps Place

Inspectors found enough staff to meet people's needs. Staff responded promptly to requests and the home used bank staff so people were supported by staff who knew them.

“There were enough staff to support people safely.” from the report

Staff supported people to take medicines safely while allowing people to manage parts of this themselves where it was agreed to be safe. Staff also explored alternatives before giving occasional medicines for anxiety or pain.

“Staff supported people to manage their medicines safely.” from the report

People spoke highly of the staff team. Staff understood people's preferences and goals and promoted privacy, dignity and independence.

“People had developed positive relationships with the staff team and valued the caring attitude staff showed towards them.” from the report

Care plans covered mental and physical health, emotional needs, social inclusion, finances and independence. Staff supported people with activities, work, shopping, appointments and holidays.

“People were supported in a way that took into account their individual needs, preferences and beliefs, as well as their hobbies and interests.” from the report

The management team used checks on care records, medicines, health and safety, incidents and accidents. They acted when checks identified improvements were needed.

“Systems for monitoring the quality and safety of the service were effective in identifying where improvements could be made and the management team took action to respond to findings.” from the report

Parking arrangements partly restricted a fire exit through double doors. Inspectors said people might not be able to leave quickly in an emergency and discussed reviewing this with the registered manager and fire service.

“However, we did note that parking arrangements partially restricted a fire exit through double doors.” from the report

An audit found nine omissions on medicines administration records over two weeks. Management investigated whether these were recording errors or missed medicines and provided extra training where needed.

“We noted that an audit had identified nine omissions on MAR charts during a two-week period.” from the report

The registered manager had identified a delay in formal supervision for discussing staff performance and development. There was a plan to catch up on overdue sessions.

“The registered manager recognised a slippage in formal supervision to discuss staff performance and development needs.” from the report

One person wanted residents' meetings to happen more often than every three months or so. Inspectors asked management to consider whether other people would welcome this.

“One person commented to us that they would like to see these happen more often, rather than once every three months or so.” from the report

Two people told inspectors that concerns they had raised did not feel fully addressed. Management agreed to explore these matters further with them.

“Two people did raise a concern with us that they did not feel had been fully addressed, and which they agreed we could discuss with the registered manager and owner.” from the report