We inspected Hanford Manor on 4 July 2017 and it was unannounced. Hanford Manor provides accommodation and personal care for up to 25 people, some of whom are living with dementia. There were 25 people living at the service when we visited, although one person was in hospital. The provider had applied to increase the number of people they could support and they were informed during the inspection that this was successful and they were now registered for 31 people.

The service had a registered manager. 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. The registered manager was absent from the service at the time of the inspection. They had notified us of this and of the arrangements that they had put in place for the interim period. This included the deputy manager taking on the manager’s post, with support systems in place. For the purposes of this report we will refer to this person as the manager.

This was Hanford Manor’s first inspection under this provider. We found that staff received training and support to enable them to fulfil their role effectively and were encouraged to develop their skills. They understood their responsibilities to detect and report abuse. People told us that there were enough staff to meet their needs and that they felt safe. They were supported to maintain good health and had regular access to healthcare professionals. Their care plans were regularly reviewed to correspond with changing support needs and they were personalised and accessible. People consented to their care and if they were unable to do this, then appropriate capacity assessments were made and decisions were made in their best interest.

Risk was assessed, actions were put in place to reduce it and their effectiveness was reviewed. Medicines were administered as prescribed and they were stored safely. There were quality improvement systems which included audits, developing the staff team and responding to feedback from people and their families.

Staff developed caring relationships with the people they supported which were respectful and patient. They knew people well and provided care that met their preferences. People’s privacy and dignity were maintained at all times.

Mealtimes were not rushed and people were given a choice of meal. We saw that food and drink was regularly provided and records were maintained for people who were nutritionally at risk.

People were encouraged to pursue interests and hobbies and regular activities were planned. Visitors were welcomed at any time. People knew the manager and felt confident that any concerns they raised would be resolved promptly.