Claremont House is a newly purpose built care home in Beverley. People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. CQC regulates both the premises and the care provided and both were looked at during this inspection. The home can accommodate up to 73 people and facilities include a roof top café and terrace, a bar, cinema and a hair salon. The accommodation is across three floors with each floor having its own lounge and dining room. At the time of this inspection there were 53 people using the service.

The service had a registered manager. A registered manager is a person who is registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have a legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated regulations about how the service is run.

This was the first comprehensive inspection of the service since it opened in April 2017.

The environment at Claremont House was extremely pleasant, inviting and calm. The registered manager and the staff team were all welcoming and approachable. There was a strong commitment to developing and improving this new service.

Medicines were managed safely and staff had a good knowledge of the medicine systems and procedures in place to support this.

Staff understood how to safeguard people from abuse; they had training in this area and were able to put this into practice. There was sufficient staff to ensure people were kept safe and the provider advised how they were working proactively to continuously review the level of staffing required and was considering additional staff in certain areas of the service.

There was a positive caring culture within the service and we observed people were treated with dignity and respect.

People’s electronic care plans showed that there was a strong commitment to person centred care and risks to people were assessed and managed. People were supported to make their own decisions; this was encouraged and reflected in their care plans. Care plans demonstrated that the principles of the Mental Capacity Act (MCA) 2005 and Deprivation of Liberty Safeguards (DoLS) had been applied. People were supported to have choice and control of their lives and staff supported them in the least restrictive way possible.

People’s nutrition and hydration needs were catered for. A choice of meals was available three times a day and drinks were made readily available throughout the day. The electronic care planning system highlighted any potential nutritional concerns, such as weight management and the management team responded in a proactive manner.

We found that staff had been recruited safely and had developed a wide range of competencies which demonstrated they could perform their duties effectively. Training was provided to meet the needs of people; this enabled staff to develop their knowledge to provide person centred care. Staff received regular supervision and appraisal and told us they felt supported in their roles.

People’s wider support needs were catered for through the provision of daily activities provided by activity officers, care staff and visiting community groups.

The management completed investigations into incidents and accidents. Investigations were thorough and comprehensive and lessons learned were reflected upon and recorded. This meant that the likelihood of future similar incidents was reduced.

The service was clean and infection control measures were in place. The management had robust audits in place to monitor the risk and spread of infection.

There was a complaints procedure in place which allowed people to voice their concerns if they were unhappy with the service they received. All complaints were acknowledge and responded to within their set timescales.

There was a range of quality audits in place completed by both the m