The inspection was unannounced. 320 Hempstead Road is a residential home providing care and support for four people with learning disabilities, autism and limited verbal communication. The home is part of a group managed by the Avenues Trust. At the time of our visit, four people lived at Avenues South East, 320 Hempstead Road.
There was a registered manager at the home. A registered manager is a person who has registered with the Care Quality Commission to manage the home and shares the legal responsibility for meeting the requirements of the law with the provider.
People were protected from the risk of abuse. The provider had taken steps to identify the possibility of abuse and prevent abuse from happening. There was a safeguarding adult protection policy in place, which detailed what actions to be taken by the provider to help keep people safe. All staff had been trained in safeguarding adults and they gave clear explanations of the different types of abuse to be aware of; and who explained that they knew which action to take in the event of any suspicion of abuse.
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).
Each person’s care plan contained individual risk assessments in which risks to their safety were identified. These clearly detailed the support needs, views, wishes, likes, dislikes and routines of people. Staff updated their knowledge about people’s care needs daily. They regularly updated their training needs and received appraisals and one to one supervisions were carried out monthly.
People were supported to be able to eat and drink sufficient amounts to meet their needs. They were provided with a choice of suitable and nutritious food and drink.
People were registered with appropriate healthcare professionals and people were supported by staff or relatives to attend all of their health appointments.
People were supported by kind and attentive staff. Staff showed patience and gave encouragement when supporting people. They were knowledgeable about how to support each person in ways that were right for them.
People’s health and care needs were assessed with them. People, families and professionals were involved in writing their plans of care. People’s needs were taken into account with the use of pictures and Makaton sign language to facilitate those with communication difficulties.
Staff communicated effectively with people and responded appropriately to their requests and offered people choices. People were encouraged and supported to take part in a variety of appropriate activities inside and outside the home. Each person had an individual weekly activity plan.
People were made aware of the complaints system. This was provided in a format that met their needs. Staff told us that they were aware of the complaints policy and procedure. They knew what to do if someone approached them with a concern or complaint and had confidence that the manager would take any complaint seriously.
There was an open and positive culture which focussed on people. The office was located in the centre of the home so that the manager and staff were accessible to people and visitors. The manager had an open door policy, and actively encouraged people to voice any concerns.
People were comfortable with the management team and staff in the home. Staff spoke positively about the way the home was run. They told us the manager was approachable and the management team often chatted with them and asked them how things were.
The home worked well with other agencies and services to make sure people received their care in a joined up way. The provider was a certificated gold member of British Institute of Learning Disabilities (BILD). The provider told us in their provider information return made that they had accreditation schemes with Skills for Care and Social Care Institute for Excellence (SCIE).
The home had a quality assurance system, records showed that identified shortfalls were addressed promptly.