Wainwright Crescent

Updated 29 December 2018

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 was 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 22 November 2018 and was unannounced. The inspection team consisted of one adult social care inspector, one mental health inspector and one Expert by Experience. An Expert by Experience is a person who has personal experience of using or caring for someone who uses this type of care service. The Expert by Experience had experience in mental health services.

Prior to the inspection we gathered information from a number of sources. We reviewed the information we held about the service, which included correspondence we had received and notifications submitted to us by the service. A notification should be sent to CQC every time a significant incident has taken place. For example, where a person who uses the service experiences a serious injury.

We gathered information from the local authority’s contracts team who also undertake periodic visits to the home. They gave us feedback from their recent visit which was considered as part of this inspection.

We asked the provider to complete a Provider Information Return (PIR). This is a form that asks the provider to give some key information about the service, what the service does well and improvements they plan to make. The PIR was completed and returned as requested. This information was considered as part of our inspection.

During the inspection we spoke with eight people who used the service. We spoke with the senior operations manager, the registered manager, the deputy manager, the discharge facilitator and three support workers.

We spent time observing daily life in the service including the care and support being offered to people.

We looked at documentation relating to the people who lived at the service, staff and the management of the service. This included four people’s care and medicine administration records, two staff records, accident and incident records and other records relating to the management of the service.

Updated 29 December 2018

This inspection took place on 22 November 2018 and was unannounced. This meant no-one connected to the home knew we were visiting that day.

Wainwright Crescent provides step down and respite support for people with mental health conditions. The aim is to support and assist people to manage their mental health and wellbeing, develop their skills and confidence to maintain living in the community. Wainwright Crescent can accommodate a maximum of 12 people. At the time of this inspection there were eleven people using the service. Typically, people can stay at Wainwright Crescent for a maximum of 28 days. However, this can be extended depending on people’s individual circumstances.

Our last inspection of Wainwright Crescent took place on 12 September 2017. The service was rated requires improvement overall with one breach of regulation. We found the service was in breach of Regulation 12 of the Health and Social Care Act 2008 (Regulated Activities) 2014, safe care and treatment. At this inspection we found sufficient improvements had been made to meet the requirements of this regulation and the service is now rated good overall.

There was a manager at the service who was registered with the Care Quality Commission (CQC). A registered manager is a person who has registered with the CQC 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 living at the service told us they felt safe. Staff were aware of their responsibilities in protecting people from abuse. We found systems were in place to make sure people received their medicines safely so their health needs were met. With the exception of October and November 2018, regular checks and audits of medicines management were undertaken to make sure full and safe procedures were adhered to. We have made a recommendation about the service’s medicine management policy as this had not been reviewed.

On the day of the inspection we found there were sufficient numbers of staff to meet people’s needs and it was evident that staff had been safely recruited. During the inspection we observed staff treated people with respect and dignity, and staff supported them in a way which met their needs.

We found very clear evidence that people’s care and support was planned and reviewed with them and not for them. The people we spoke with told us the standard of care they received was good. People’s care records contained detailed information and were recovery focussed. The service encouraged people to maintain a healthy diet and worked collaboratively with external services to promote people's wellbeing and positive discharge outcomes. Staff told us they enjoyed working at the service and had received support, training and supervision to help them to carry out their roles effectively. 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 support this practice.

People told us staff were caring and kind and as a result of the emotional support they had received from staff, they felt more confident. We saw the service promoted people’s independence by supporting people to manage their own routines, such as cooking, cleaning and washing. People who were assessed as safe to do so were supported to administer their own medicines. People were able to access their local community and the service provided regular opportunities for meaningful and stimulating social diversions, with an emphasis on improving people’s mental well-being.

We found a strong leadership framework in place. This meant there was clear lines of accountability within the organisation and systems which supported the running of the service were well-embedded.