This inspection took place on 9 November 2016 and was unannounced. We returned on the 10 November 2016 announced to complete the inspection.

Cooper House is a care home that provides residential care without nursing for up to 32 people. At the time of our inspection there were 32 people in residence. The service is located within a residential area, which provides accommodation over two floors.

This was our first inspection of the service since they registered with us on 2 February 2015.

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

People’s safety and welfare was promoted by the staff. The registered manager and staff were trained in safeguarding adults, understood their responsibility and were aware of the procedures to follow if they suspected that someone was at risk of harm.

People’s needs were assessed and measures were in place to ensure risks could be managed safely. Care plans provided staff with clear information in order to support people safely. A pro-active approach to reviewing people’s care and amending the care plan helped to ensure ongoing needs were met, whilst promoting peoples’ independence.

People received their medicines at the right times. There were safe systems in place to store, manage and administer medicines safely were safe. People had access to health support and referrals were made to relevant health care professionals where there were concerns about people’s health.

People told us they were provided with a choice of meals that met their dietary needs. People were asked for their views about the meals provided and their preferences were taken into account in the menu planning.

People’s safety was promoted through the employment of sufficient numbers of staff to provide the support people required. Staff received training, support and guidance through supervision and meetings, which has increased their confidence and knowledge in the support of people.

The registered manager and staff were clear about their responsibilities around the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS) and were dedicated in their approach to supporting people to make informed decisions about their care. Assessments to determine people’s capacity to make informed decisions about their care had been undertaken.

People told us staff were kind and caring towards them. Staff knew how to support people living with dementia and recognised when people used non-verbal communication to express themselves. People had developed positive relationships with staff and were confident that they would address any concerns or complaint they might have.

People were involved and made decisions about their care and support needs. Care plans were focused on the person and incorporated advice from health and social care professionals. People told us that the staff were responsive to their needs and requests for assistance. People’s care records were organised and easily accessible. That meant in the event of a medical emergency people would be assured that staff knew would act in line with their care plan and wishes.

People’s care was personalised and centred on their individual preferences and lifestyle choices. People were supported to maintain their independence and responsibilities, and take part in activities that were of interest to them, observe their faith and access the wider community.

People were confident in how the service was managed. People’s views and opinions of their relatives and staff were sought in a number of ways including meetings and surveys.

The registered manager was committed to providing quality care by following the provider’s procedures, an awareness