Stella Matutina Care Home

“Care plans held a good level of information about people, and information about people’s needs was communicated effectively. Changes to best practice guidance and legislation was shared with staff. People were supported with their health and wellbeing, and outcomes were monitored. Managers and staff sought consent in line with the Mental Capacity Act 2005 (MCA).”

“Staff were kind and caring, and treated people like individuals. People were supported to be as independent as possible, and have control over their lives. Regular activities took place at the home. Staff knew people well and could recognise when people were in pain or distress, and responded to clinical deterioration in a timely manner. Improvements were being made to staff wellbeing and morale.”

“People and relatives were involved in decisions about people’s care. Continuity of care was good and staff understood the needs of people living at the home. Information was given to people in a way they could understand; and systems were in place to seek feedback from people and their relatives about the safety and quality of care. The home was accessible and people were not discriminated against. People received good, compassionate end of life care.”

“The culture at the home was positive and person-centred. Managers were experienced and had the right skills. Improvements had been made to give staff more opportunities to speak up about issues. Reasonable adjustments were in place for staff who required them. The home had built positive links within the local community. Governance and oversight was good, and continuous improvement was prioritised.”

“However, we found some areas of the home needed to be made safer for those living with more advanced dementia. Recording of behaviours that communicated a need, emotion or distress needed to be more thorough. Improvements to communication, staff support and deployment needed embedding to further improve staff wellbeing.”