Remyck House

Remyck House is a residential care home in Aldershot that can accommodate up to 29 older people, including those living with dementia. At the time of our inspection, 21 residents were living at the service, which is spread across two floors with a lift, communal areas, and a secure outdoor space. While residents generally felt they were treated with consideration by staff who worked well with external healthcare professionals and ensured adequate food and drink, inspectors identified significant areas requiring urgent attention and improvement across multiple aspects of the home's operation.

When examining safety, inspectors found that residents were not always protected from avoidable harm, including risks associated with other people's behavior and the physical environment. The home faced issues with water safety regarding legionella, worn carpets presenting trip hazards, and inconsistent management of skin integrity and medicines, including sedative administration and storage. Infection control practices fell short, with areas of the home appearing unclean and risk of cross-contamination present. Additionally, staffing levels were insufficient at times, particularly in the afternoons, and pre-employment checks for staff were incomplete.

Regarding effectiveness, the service had shortcomings in tailoring care to individual needs. The interior decor was not dementia-friendly, and people's modified dietary needs were not always properly documented. Staff lacked up-to-date training and supervision in certain key areas, and there were gaps in assessing and recording specific health needs, such as correct mattress settings and positioning schedules.

On a positive note, residents were supported to have maximum choice and control, and staff worked cooperatively with healthcare professionals to meet medical needs. Incidents were documented and reviewed to maintain individual safety, and residents received sufficient food and hydration. Staff also maintained good relationships with visiting professionals.

However, support was not always responsive to individual preferences. The activities provided were not consistently personalized, and the sole activities coordinator worked four days a week, leaving care staff to manage social stimulation on remaining days without always having enough time to spend meaningfully with residents, especially those confined to their rooms.

Finally, leadership and governance lacked robust processes for monitoring and auditing the service to identify emerging risks proactively. While staff enjoyed working at the service, the overall culture was not fully person-centered or consistently achieving good outcomes, and formal feedback mechanisms from residents and relatives needed further development.