Background to this inspection
Updated
23 January 2019
We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008, to look at the overall quality of the service, and to provide a rating for the service under the Care Act 2014.
This inspection took place on 20 and 21 December 2018 and was announced. We gave the service 48 hours’ notice of the inspection visit because we needed to be sure staff would be available to meet with us. We visited a person who used the service and the office location on the 20 December. We made telephone calls to a person’s relative and staff on the 21 December.
The inspection team consisted of two inspectors.
We reviewed the information we held about the service, including statutory notifications that the provider had sent us. A statutory notification provides information about important events which the provider is required to send us by law. We contacted health and social care commissioners who place and monitor the care of people supported by the service. We also contacted Healthwatch England, the national consumer champion in health and social care to identify if they had any information which may support our inspection.
We spoke with one person using the service and two people’s relatives. We also spoke with the registered manager, a team leader and two support workers. We looked at records relating to all aspects of the service including care, staffing, and quality assurance. We also looked at two people’s care records and three staff recruitment records.
Updated
23 January 2019
This announced inspection took place on 20 and 21 December 2018. Turning Point – Northamptonshire and Milton Keynes was first registered with the Care Quality Commission (CQC) on 22 December 2017; this was the first comprehensive inspection of the service.
The service provides care and support to people living in ‘supported living’ settings, so that they can live in their own home as independently as possible. People’s care and housing are provided under separate contractual agreements. CQC does not regulate premises used for supported living; this inspection looked at people’s personal care and support.
At the time of our inspection, there were two people in receipt of personal care support. The service provides support to people who have mental health needs, a learning disability, autistic spectrum disorder or complex health needs.
Not everyone using Turning Point – Northamptonshire and Milton Keynes receive the regulated activity; CQC only inspects the service being received by people provided with 'personal care'; help with tasks related to personal hygiene and eating. Where they do, we also take into account any wider social care provided.
There was a registered manager 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 were supported in a safe way. Staff understood the signs of abuse and the safeguarding procedures that should be followed to report abuse. All the staff we spoke with were confident that any concerns they raised would be followed up appropriately by senior staff. People had risk assessments in place to cover any risks that were present within their lives, but also enabled them to be as independent as possible.
There were safe systems in place for the administration of medicines and people received their medicines as prescribed. Staff supported people in a way which prevented the spread of infection. Staff used the appropriate personal protective equipment to perform their roles safely.
Staff recruitment procedures ensured that appropriate pre-employment checks were carried out to ensure only suitable staff worked at the service. References and security checks were carried out as required. Staffing levels were planned individually for each person and adjusted when needed to ensure people’s needs were met. Staffing rotas showed that staffing was consistent.
Staff attended induction training where they completed mandatory training and were able to shadow more experienced staff. Staff were encouraged to update their mandatory training with refresher courses. Staff were well supported by the registered manager and senior team, and had one to one supervisions.
Where needed staff supported people to have access to suitable food and drink. Staff supported people to health appointments when necessary. Health professionals were involved with people's care as and when required.
People were involved in their own care planning as much as they could be, and were able to contribute to the way in which they were supported. Care planning was personalised and considered people's likes and dislikes, so that staff understood their needs fully. People were in control of their care and listened to by staff.
People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice.
Staff treated people with kindness, dignity and respect and spent time getting to know them and their specific needs and wishes. People told us they were happy with the way that staff spoke to them, and they provided their care in a respectful and dignified manner.
The service had a complaints procedure in place. This ensured people and their relatives were able to provide feedback about their care to help the service make improvements where required.
Quality monitoring systems and processes were in place and audits were taking place within the service to identify where improvements could be made.
The service worked in partnership with other agencies to ensure quality of care across all levels. Communication was open and honest, and improvements were highlighted and worked upon as required.