Background to this inspection
Updated
4 October 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 15 September 2016 and was announced. The provider was given 48 hours' notice because the location provided a supported living service; we needed to be sure that someone would be in. The inspection was carried out by one inspector.
We undertook the inspection at the service's office, which was on the same premises as the supported living scheme.
Before the inspection, we reviewed information we held about the service including statutory notifications sent to us by the manager about incidents and events that occurred at the service. Statutory notifications include information about important events which the provider is required to send us by law.
During the inspection we spoke with two people who use the service, one relative, two care workers and the manager. We looked at four care plans, five staff files, three medicine administration recording sheets [MARS], safeguarding policy, quality assurance questionnaires and other records the service are obliged to maintain.
Updated
4 October 2016
This inspection took place on 15 September 2016 and was announced.
The provider was given 48 hours' notice because the location provided a supported living service; we needed to be sure that someone would be in.
Springvale Supported Living is a supported living service that provides care and support for up to six people living with autism and moderate to severe learning disabilities. At the time of the inspection there were six people living at the service.
The service had a manager in place that had applied to the 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.
People were protected against the risk of harm and abuse. The service had comprehensive and robust systems in place that gave staff guidance on how to minimise known risks. Risk assessments identified risks and gave staff techniques to safely and effectively support people. Staff regularly reviewed risk assessments to reflect people’s changing needs.
People were not deprived of their liberty unlawfully. Both the manager and staff were aware of the correct procedure should someone be unable to give their consent. The manager and staff had sufficient knowledge of the Mental Capacity Act 2005 [MCA] and Deprivation of Liberty Safeguards [DoLS] and their responsibilities within the legal framework.
The service ensured there were sufficient numbers of suitably qualified, vetted and skilled staff to meet people’s needs. Staffing ratios were based on people’s needs and were flexible. The service had robust recruitment systems in place to ensure staff were deemed suitable to support people. The manager ensured the necessary recruitment checks were in place prior to staff being employed. Records showed staff had undertaken an extensive induction programme to increase, monitor and vet their competence.
People received their medicines safely. The service supported people to have their medicines as prescribed. Medicine administration recording [MAR] sheets, documented the dose, route and name of the medicine. The manager took responsive action to address any errors identified in a timely manner.
People’s consent was sought prior to care and treatment being delivered. Staff used a wide range of communication tools to gather people’s consent and ensure people understood what was being asked. Staff were aware of people’s preferences in communicating which were clearly documented.
People were supported by staff that had undergone the necessary training to meet their needs. The service provided all staff with mandatory training in fire safety, safe management of medicines, MCA and safeguarding. Staff were encouraged to undertake additional training which was specific to the needs of people they supported. For example, behavioural intervention and Makaton. Makaton uses speech with signs (gestures) and symbols (pictures) to help people communicate. Staff were able to request additional training they felt would enhance their skills and knowledge. Staff received regular supervisions and annual appraisals. Staff were given the opportunity to spend one to one time with the manager to discuss their roles and responsibilities, areas for improvement and additional training they may require.
People were encouraged to maintain a balanced diet that met their nutritional needs. Staff were aware of people’s preferences and were observed encouraging people to make healthy choices. People were given access to food and drink at all times. People were supported to access health care professionals to ensure their health and well-being was monitored, maintained and improved. Staff followed guidance given by health care professionals.
People were supported by staff that respected their privacy and maintained their dignity. Staff encouraged people to make decisions about the care and support they received. People were given information in a way they understood which enabled them to make decisions. People had their decisions respected.
People received personalised care that was tailored to their individual needs. Care plans were person centred and people and their relatives were encouraged to be involved in their development. Care plans detailed people’s care, medical, physical and social needs, preferences and life history. Care plans were regularly reviewed to reflect people’s changing needs.
People were encouraged to raise their concerns and complaints. The service had a clear written complaint procedure and an easy read pictorial procedure for those who would find the written format difficult to understand. The service recorded complaints and concerns and the manager was aware of the correct procedure on how to address complaints in a timely manner.
The manager operated an open door policy whereby people, their relatives and staff could meet with her to discuss all aspects of the service at a time that suited them. The service received guidance and support from health care professionals as the registered manager encouraged partnership working to enhance people’s care. The registered manager actively sought feedback on the service provision to ensure quality care delivery.