We carried out this inspection on 28 November 2014, it was unannounced.
The provider organisation is a company that has other services across the South and East of England. Magnolia House is a service providing accommodation for up to six people who require personal care and who have a learning disability.
The six people living in the service had varied levels of verbal communication but showed affection to the manager and staff who were supporting them. They said “staff are nice”. We saw that staff were available throughout the day, and responded quickly to people’s requests for help. Staff showed consideration for each person’s different needs and wishes and showed understanding of these when spending time with them. Staff supported them when they needed it.
The service has a registered manager. 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 and associated Regulations about how the service is run. The registered manager took part in the inspection.
CQC is required by law to monitor the operation of the Deprivation of Liberty Safeguards. The manager and staff showed that they understood their responsibilities under the Mental Capacity Act 2005 and Deprivation of Liberty Safeguards (DoLS). The six people living at the service had been assessed as lacking mental capacity to make complex decisions. There were completed mental capacity assessment records in place in people’s plans of care. There were clear records to show who their representatives were, who could act in in their best interests if complex decisions were needed about their care and treatment
There were enough staff to make sure that people’s needs were met. Staff had been trained in how to protect people from harm or abuse. They knew what action to take in the event of any suspicion of abuse. Staff understood the whistleblowing policy, and were confident that they could raise any concerns with the registered manager or outside agencies if this was needed.
Staff supported people to make decisions in relation to their care plan, and helped them in making arrangements to meet their health needs. Care plans were regularly reviewed to show any changes in people’s needs. Staff interacted well with people, and supported them in carrying out their preferences.
There were formal processes for actively involving people in making decisions about their care and treatment. The registered manager investigated and responded to people’s complaints, according to the provider’s complaints procedure. People felt able to raise any concerns with staff or the management.
The quality of the service was regularly reviewed. Meetings held regularly gave people the opportunity to comment on the quality of the service. People were listened to and their views were taken into account in the way the service was run.
There were risk assessments in place for the environment, and for each person who received care. Assessments identified people’s specific needs, and showed how risks could be minimised. There were systems in place to review accidents and incidents and make any relevant improvements.
People were provided with a varied and nutritious diet. Comments from people included “I like the food”. Staff respected people and gave a kindly touch or a joke and conversation as drinks or lunch was served.
Medicines were managed and administered safely. People received their medicines on time and record keeping was accurate.
People were given individual support to take part in their preferred hobbies and interests, such as attending a social club and visiting places of interest.
There were systems in place to obtain people’s views about the service. These included formal and informal meetings; events; questionnaires; and daily contact with the registered manager and staff.
Recruitment checks were completed and staff files contained the required information. New staff were taken through a staff induction programme which included basic training subjects. They worked alongside other staff until they had been assessed as being able to work on their own. There were systems in place for on-going staff training; and for staff one to one meetings and support.