This inspection took place on 4 November 2015 and the provider was given 48 hours’ notice because the location was a small care home for younger adults with learning disabilities, who are often out during the day.
At the time of the inspection there were five people using the service. The registered manager was also the operational manager of the service. 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.
This inspection was of the residential side of the service as the Domiciliary Care Agency (DCA) and Supported Living; were in the process of being registered as a separate location which will be assessed once registered. As well as the operational manager, there were two managers, one who was to be the registered manager for Chessel Avenue and the other who was to be registered manager for the DCA and supported living. There were two team leaders and 9 other support staff.
The people were well cared for and there were enough staff to support them effectively. The staff were knowledgeable about the complex needs of the people and knew how to spot signs of abuse. People appeared to be safe and supported by the care staff and registered manager.
Care records and risk assessments were person-centred, up to date and were an accurate reflection of the person’s care and support needs. The care plans were written with the person, so they were fully involved in the planning and identifying of their support needs. The care plans included the person’s likes and preferences and were reviewed regularly to reflect changes to the person’s needs.
The service showed flexibility and responded positively to people’s request. People who use the service were able to make requests and express their views. The registered manager used the feedback as an opportunity to make changes and improve the service.
Staff received regular supervision and on-going training which was appropriate to their role. There were regular resident meetings as well as staff meetings, which supported people and staff and allowed them to explore areas which mattered to them.
The managers and staff were caring. They spoke to people in a kind, respectful and caring manner. There was an open, trusting relationship between them, which showed that staff and managers knew people well.
People were supported to be part of the local community and were able to attend activities both within the home, as well as in the local community. They made choices about how they spent their time and where they went each day.
Staff worked well as a team and said the manager provided support and guidance as they needed it. There was an open and transparent culture which was promoted amongst the team. This allowed them to learn from incidents and changes were made to the service following feedback from people and staff.
The manager demonstrated a good understanding of the importance of effective quality assurance systems. There was a process in place to monitor quality and to understand the experiences of the people who used the service. The manager demonstrated a desire to learn and implement best practice throughout the service.