Archived: Woodland View

Updated 15 March 2016

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 2 February 2016 and was announced. The provider was given 24 hours’ notice because the location was a small care home; we needed to be sure that someone would be in.

The inspection was carried by one adult social care inspector.

We reviewed information we held about the home, including the statutory notifications we had received from the provider. Statutory notifications are changes, events or incidents the provider is legally obliged to send us within required timescales. We also contacted the local authority commissioners for the service and the clinical commission group (CCG).

We spoke with six family members as the people who used the service were unable to tell us their views. We also spoke with the manager not yet registered, the service co-coordinator, two support workers and an apprentice. We looked at the care records for two people who used the service, medicines records for three people and recruitment records for five staff.

Updated 15 March 2016

The inspection was carried out on 2 February 2016 and was announced. We last inspected the service on 24 September 2014 and found the registered provider met the regulations we inspected against.

Woodland View is a six bedroomed purpose-built bungalow providing personal care for adults with learning disabilities. The home does not provide nursing care. At the time of our inspection six people were using the service.

The home did not have a registered manager. A new manager had been appointed to manage the service. They were in the process of registering with the Care Quality Commission to become the 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 2008 and associated Regulations about how the service is run.

Family members were happy with their relative’s care. One family member said, “I think [my relative] is very well cared for.” They went on to say, “I am very pleased with where he is. I always say I have been very lucky.” They told us their relative was treated with respect by kind and caring staff who knew their needs well. One family member said, “They know [my relative] very well.”

Staff we spoke with demonstrated a good understanding of safeguarding and whistle blowing, including how to report concerns. One staff member said, “If I had any concerns I wouldn’t hesitate [to raise them].”

We found a small number of gaps in signatures on medicines administration records. Although these had been identified during the regular medicines audit there was no record of the action taken in response to the gaps. Trained and competent staff administered people’s medicines and medicines were stored safely and securely. Staff had detailed guidance to help them administer ‘when required’ medicines safely.

The registered provider ensured there were enough appropriately recruited and skilled staff on duty to meet people’s needs. One staff member said, “Safe numbers [of staff] are five, we try to have six on shift. There is enough and enough experienced staff.”

Plans were in place to make sure people continued to receive care in an emergency situation. Each person had personal emergency evacuation plan (PEEP). Regular health and safety checks were carried out to keep the building safe for people to live in. For example, checks of fire safety, fire-fighting equipment, electrical safety, gas safety, water systems and specialist equipment. The current servicing certificates for specialist beds were not available to view.

The service was very clean and well decorated. People’s rooms had been decorated and furnished to their individual taste, including personal belongings such as pictures and photos. The building was purpose-built for people using wheelchairs to move around safely and adapted for the use of specialist moving and assisting equipment. Staff supported people to transfer safely from their wheelchair into a comfortable chair.

Staff confirmed they were well supported. One staff member commented, “Great, [manager] has been good. It is nice to come to work and feel at ease. I am extremely well supported."

The registered provider followed the requirements of the Mental Capacity Act 2005 (MCA), including the Deprivation of Liberty Safeguards (DoLS). DoLS authorisations were in place for all six people using the service because they needed 24 hour supervision and support . We saw examples of MCA assessments and best interest decisions in people’s care records. Staff supported people with their communication needs to help them make as many of their own decisions as possible.

Staff knew how to support people sensitively with behaviours that challenged. Strategies staff used included keeping calm, talking calmly, modelling relaxed body language, having quiet time and a cup of tea.

People were supported to meet their nutritional needs. Some people had specialist input from health professionals to ensure their nutritional needs were met safely. We observed over the lunch time that staff followed people’s care plans exactly. People received the support they needed to eat their meal in a calm and relaxed atmosphere. One staff member said, “We have no concerns [about nutrition], we have plans in place.”

People had access to the health care they needed, including regular input from a range of health professionals, such as GPs, community nursing and physiotherapists. Each person had a hospital passport to help share important information about them should they be admitted to hospital. Care plans and risk assessment were in place to guide staff about how to support people’s specific health conditions.

Staff had access to detailed information about the people they cared for. This included the person’s life history, their medical diagnosis, their interests, preferences and their hopes and dreams for the future.

People’s needs had been assessed and personalised care plans had been developed. These contained details about people’s care preferences, such as their favourite toiletries and meals. Care plans included specific prompts for staff to follow to promote people’s choice and step by step written and pictorial guidance to promote safe and consistent care. Care plans were reviewed regularly.

People, along with family members, were involved in regular reviews of their care. These considered the person’s health over the preceding three months, family contact and a review of activities the person had taken part in. The review also included a discussion about people’s goals, hopes and ambitions for the future.

People had the opportunity to be involved in a range of activities, such as swimming, football, discos, holidays, theatre and shopping. One staff member said, “It is a vibrant service.” Another staff member said, “We always try to do something with them.”

We received positive feedback about the manager. One staff member said, “The staff feel comfortable approaching [manager]. She is a really nice lady.” The home had a good atmosphere. One staff member described the atmosphere as “good, calm at times.”

Family members were consulted about the quality of their relative’s care. All three family members providing feedback during the most recent consultation gave the service an ‘excellent’ rating.

The registered provider had a quality assurance programme in place. This included monthly monitoring checks by the manager and service coordinator, as well as other audits. Action plans had been developed where there were areas for improvement. The most recent action plan was to complete all staff appraisals and medicines competencies by the end of April.