25 July 2016
During a routine inspection
Larch Road cares for people with a learning disability and is registered for 8 people. On the day of our inspection there were 7 people living there. The registered manager had retired in February 2016 and had not yet been replaced. However, the provider had put interim management arrangements in place and the service was being managed by an interim manager with support from a registered manager from the wider organisation, until a new registered manager was appointed. 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 cared for by qualified staff who understood their responsibilities to keep people safe from harm. There were risk assessments in place which were reviewed regularly and helped ensure people were protected from identified risks. There were sufficient numbers of trained staff on duty to meet the needs of people using the service. Staff who administered medicines were suitably trained and their competency checked, to ensure they had the knowledge and skills to manage medicines safely.
Staff received appropriate training for their job role and had frequent supervisions and appraisals with the managers. Training was arranged in response to the particular needs of people using the service and ensured that staff had the knowledge and skills to fulfil their responsibilities to people. Staff gained consent from people before starting care and explained what they were doing in ways that people understood. People were involved in planning their meals, which included shopping and preparing meals or setting tables. People were supported to access community healthcare services to manage their overall health.
People were cared for by caring and compassionate staff who enjoyed their work. Staff spent time getting to know people and their personal characteristics. They developed positive and supportive relationships with people, whilst promoting independence and dignity. People contributed to their care plans and made decisions about their daily activities and meals.
There was an open and inclusive culture within the organisation where staff and people felt supported and heard. The provider and wider organisation were going through a period of transition and there was an element of uncertainty for some staff regarding their future roles. However, staff continued to provide good quality care and support for people using the service.