What the CQC found at Melton House

Inspectors found enough staff to meet people's needs, and staff responded promptly. Recruitment checks were also completed.

“There were enough staff to meet people's needs. We observed staff responding to people's needs in a timely manner.” from the report

People and relatives described staff as kind and caring. Inspectors saw staff treating people positively and supporting privacy, dignity and independence.

“We observed staff interacting positively with people, sharing jokes and stories. People smiled at staff and looked comfortable in their company.” from the report

Medicines were managed safely, and only trained staff assessed as competent could administer them. People were supported to manage their own medicines where possible.

“Only staff who had received the necessary training and were deemed competent were permitted to administer medicines.” from the report

People had enough food and drink, with individual dietary needs considered. The home arranged healthcare referrals and kept relatives informed about important health events.

“Care plans evidenced that appropriate referrals were made to seek guidance from healthcare professionals such as speech and language therapy, to meet people's dietary needs.” from the report

Some staff did not consistently follow government guidance on hand washing and safely removing protective equipment. The home's own checks had identified this and staff were routinely reminded.

“We observed some staff did not always follow government guidance regarding infection prevention and control, including hand washing and the safe doffing of PPE.” from the report

Records did not always clearly show how best-interest decisions followed the relevant legal principles. The home was introducing a new process to address this.

“Records relating to best interests' decisions did not always fully evidence how the principles of the MCA were followed.” from the report

The manager had limited oversight of two serious incidents and was not involved in the later reflective practice meetings. This may make it harder to show how lessons were learned.

“The registered manager had limited oversight of the management of two serious incidents, including no involvement in the subsequent reflective practice meetings.” from the report

Some relatives wanted more involvement in care planning, and people and relatives felt there could be more activities. A new activities timetable had been planned but was not yet in place.

“They had planned a new activity timetable with the coordinator, but this had yet to be implemented.” from the report