Working at Portelet Manor Rest Home

There were now effective systems for assessing, monitoring and improving the quality and safety of the service. These included regular audits of various aspects of care and record keeping, of health and safety. The service now consistently notified CQC of significant events such as safeguarding adults referrals.

Systems and processes were in place to support positive relationships between managers, staff and people using the service. The managers had observed that staff seemed more comfortable with this approach, with a clearer understanding of their roles and what was expected of them.

Per 2019 comprehensive inspection: There were enough staff on duty to meet people's needs. People told us, and we observed, this was the case and that staff had time to sit and chat with them.

Staff now had annual training in key areas. This was staggered at 6 monthly intervals, so staff were not away training all at once. This included face-to-face training in topics including fire safety and moving and handling. The management team kept a training tracker.

The management team now had oversight of the service. There were effective systems for assessing, monitoring and improving the quality and safety of the service including regular audits. Managers were prominent in the service, having daily contact with people and staff.

Per 2019 comprehensive inspection: People were engaged with activities that reflected their preferences, including individual and group activities both in the home and the local area. Staff had received training to develop the availability of meaningful activities including cognitive stimulation and a research based project from a local university.