This inspection took place on 18 September 2017 and was unannounced. This was the first inspection since the new registration by the provider in March 2016.

The Malthouse is registered to provide residential care, for older people. The Malthouse can accommodate up to 34 people. At the time of the inspection there were 33 people using the service.

The home had a registered manager in place. 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 displayed good leadership qualities, drive and enthusiasm. They empowered staff to provide care that was tailored to individual's needs.

We found a stimulating environment with a warm and welcoming atmosphere. People, staff and relatives had developed strong and mutually respectful relationships. Feedback we received about the service was consistently high. We saw positive interactions between people and staff and staff treated people with dignity and respect, anticipating their needs.

There were adequate numbers of staff to keep people safe and make sure their needs were met. Throughout the inspection we saw staff met people’s physical needs and spent time socialising with them. One person told us, “I have no complaints I get help when I need it and my tablets on time”.

People using the service were involved in the recruitment process. The robust recruitment and selection process ensured the safety of individuals who lived at The Malthouse.

There were robust systems and processes in place to protect people from the risk of harm. Staff were able to describe in detail different types of abuse and what their responsibilities were in protecting people. This ensured the welfare of vulnerable people was protected through the rigorous whistle blowing and safeguarding procedures.

Assessments were undertaken to identify people's care, health and support needs. There was a strong emphasis on person centred care. People and their families were at the centre of decision making whilst working alongside professionals to get the best outcome possible. Care plans were developed with people who used the service and relatives to identify how they wanted to be supported.

Staff demonstrated an awareness of people's changing needs. Care plans and risk assessment were reviewed and updated to ensure they reflected people's current needs. An assistant manager told us, when updating care plans they involved the person or their representative.

Staff displayed enthusiasm and pride in their work. We saw the registered manager provided

comprehensive levels of supervision and appraisals for staff. This resulted in a talented and motivated workforce. The management team recognised potential and invested in their staff. This empowered staff to support the people who used the service effectively.

There were many occasions during the day where staff and people who used the service engaged in conversation, general banter and laughter. Staff spoke with people in a friendly and courteous manner, and were discreet when speaking to people about their personal care. This showed us that that people were treated with dignity and respect and this promoted their well-being.

We saw that staff had been creative in their introduction of social experiences for people; an example was new information gathered alerted staff to past interests and activities. This resulted in people being supported to join their local swimming pool for ‘Swim for the brain’. One person said, “I can’t believe that I have been afforded the opportunity to swim again, it has made me feel alive again”.

Activities, outings and events were well thought through, and varied. An activity coordinator told us, “We do so much and have great fun. We cook o