Working at Dell House

There was a safeguarding policy and procedure in place and staff had a good knowledge of safeguarding... Medicines were managed, monitored and administered safely... Checks on the balances of medicines remaining were completed daily which meant that any discrepancies were identified promptly.

The provider encouraged and promoted a positive culture of caring, kindness and inclusivity. This was evidenced by our observations of staff at all levels and discussions with staff. Staff attended regular meetings and said they felt able to share their views freely and were confident that what they said would be acted upon.

People told us there were enough staff to provide them with support when they needed it... Observations concluded that there were enough staff to support people and answer call bells in a timely manner. The service was continuing to recruit and was using incentives such as bonuses to attract and retain new staff.

Staff received appropriate training for the role. This included training in subjects such as safeguarding, health and safety, fire safety, food hygiene and medicines. Staff had regular supervision sessions with their manager.

People made positive comments about the management of the service and said they were visible. One said, 'I see the manager about regularly.' Staff attended regular meetings and said they felt able to share their views freely and were confident that what they said would be acted upon.

The service had employed two activities coordinators to engage people in stimulating activity. There was a member of activities staff working seven days a week... included a cinema as well as a large, dedicated room for activities such as crafts... invested in engaging and stimulating technology, for example, a system which projected interactive images onto the floor.