Background to this inspection
Updated
10 February 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 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 30 November 2017 and was unannounced. This inspection was undertaken by one inspector.
Before the inspection, the provider completed 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.
We spoke with two people who used the service. We received information from two relative's and a health care professional. We spoke with one senior member of staff, the registered manager, and a member of the care team.
We looked at two people's care records, two new staff recruitment files, staff rosters and the systems the manager had in place to monitor the quality of service. We did this to check the management systems were effective in ensuring a continuous improvement of the service.
Updated
10 February 2018
This inspection took place on 30 November 2017. At our previous inspection in December 2015 we had no concerns about the quality of care and rated the service as good. At this inspection we still had no concerns and the service remains rated as good.
20 Longton Road provides accommodation and personal care for up to five people with a learning disability. At the time of this inspection five people were using the service.
There was a registered manager in post who supported us throughout the inspection. 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 who used the service received an excellent personalised service that met their individual needs and preferences. People were at the centre of how their service was run and were fully involved in the planning and developing of the service. Staff used innovative ideas and actions to improve people's quality of life and to give them outstanding opportunities in daily life.
People were safeguarded from the risk of abuse and action was taken to report or investigate incidents of abuse.
There were sufficient numbers of staff available to support people who had been employed through safe recruitment procedures.
Risks of harm were assessed and people were supported to remain safe and independent through the effective use of risk assessments. Lessons were learned following incidents that had put people at risk of harm.
People were protected from the risk of infection as infection control procedures were being followed.
People's needs were assessed and they received care and support from other agencies to ensure a holistic approach.
Staff received regular support and training to be able to fulfil their roles effectively.
The principles of the Mental Capacity Act 2005 were followed to ensure people's capacity to consent to their care was assessed. When people lacked the capacity they were supported to consent by their legal representatives.
People were supported to eat and drink sufficient amounts of food and drink of their liking. When people became unwell or their health needs changed, health care advice and support was gained.
The design and decoration of the building met people's individual needs and preferences.
People were treated with dignity and respect and were encouraged to be as independent as they were able. People's right to privacy was upheld and their relationships respected.
People were involved and able to express their view on how their service was run.
People's wishes on how they wished to be cared for at the end of their life were sought.
There was a clear and visible strategy to deliver high quality care and support and there were systems in place to ensure that responsibilities are clear and performance is managed.
People who used the service, staff and the public were actively engaged and involved in the care delivery.
The registered manager and staff were continuously striving to improve the quality of service for people and staff worked with other agencies to ensure a holistic, open approach to people's care and support.