Arundel House - Frinton-on-Sea

This report summarizes an inspection of Arundel House, a care home providing personal care for up to 10 individuals with learning disabilities and/or autism. The inspection focused on specific areas of safety, management, and governance, following previous concerns. It highlights that while some improvements have been initiated, the service is not yet consistently meeting regulatory standards. The report identifies persistent issues in staffing, training, and overall oversight, indicating a need for more effective leadership and structured approaches to care delivery.

On safety, the home is still facing challenges with infection prevention and control, with some areas requiring urgent cleaning and refurbishment. While improvements have been made in managing medicines, concerns remain regarding fire safety protocols and ensuring adequate night staffing for evacuations. Risk assessments are being reviewed, but their quality is inconsistent, and practical training for staff, particularly in moving and handling, is needed.

Regarding effective care, the service has not consistently provided the right support to maximise people's choice, control, and independence. Insufficient staffing levels impact the quality of care and support, leading to boredom and increased stress for residents. There are gaps in staff training and competency checks, meaning not all staff possess the necessary skills to deliver truly person-centred care.

In terms of caring practices, the inspection found that the service's culture does not consistently empower residents to lead fulfilling lives. Staff struggle to demonstrate a deep understanding of person-centred approaches, and support plans often lack clear strategies to enhance independence or consider residents' long-term aspirations. There is a need for more tailored and consistent support.

Concerning responsiveness, the report indicates that residents are not consistently receiving their commissioned support hours, limiting their opportunities for engagement and meaningful activities. Staff often lack detailed guidance within care plans on how to provide personalised support, and there's a need to better explore and develop residents' goals and interests.

On being well-led, significant issues persist with governance and leadership. The service has lacked a registered manager for an extended period, leading to inconsistent management and a failure to drive timely improvements. Audits and checking systems are not robust, and the overall governance does not provide an accurate overview of the service's performance. While a new regional manager is now overseeing the service and has provided an action plan for improvement, consistent leadership and effective oversight are critical to address these ongoing concerns.