Working at Seaton House

Risks to people's safety had been identified and assessed and management plans were in place. Regular audits were carried out to check that medicines were being managed in the right way. Systems in place to review and analyse accidents or incidents.

Staff told us the registered manager promoted an open and fair culture within the home. They also said there was a strong emphasis on team working and clear communication to ensure consistency for the people who lived in the home.

There were enough staff on duty, with the right skills and knowledge to provide the care and support people required. Staff duty rotas showed that one to one hours were consistently covered by staff who people knew well.

The registered manager was visible and accessible to people who lived in the home and staff. She engaged in supporting people and demonstrated a clear understanding of their needs and preferences.

People were supported to cook their own meals, clean their own rooms and learn to travel independently around the local community. The registered manager and staff had developed connections within the local community to broaden work and leisure opportunities.