We inspected The Regard Partnership Limited - Eastbourne Road on 31 March 2015. This was an unannounced inspection. The Regard Partnership Limited - Eastbourne Road, is a care home providing social and residential care for nine adults with learning disabilities.
On the day of our inspection there were eight people living in the home, who required different levels of support. Some people required one to one staff support while others needed additional help and support to meet their needs, particularly regarding behaviour that could challenge others. People had learning disabilities and other diverse and complex needs such as autism, downs syndrome, bipolar, epilepsy and limited verbal communication.
Although there was no registered manager in post on the day of the inspection, an acting manager, who was experienced and knowledgeable in the care of people with learning disabilities, had recently been appointed. They confirmed that their application to register with CQC was currently being processed. It was subsequently confirmed that, following completion of this process, a decision had been made to register the 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’s needs were assessed and their care plans provided staff with clear guidance about how they wanted their individual needs met. Care plans we looked at were person centred and contained appropriate risk assessments. They were regularly reviewed and amended as necessary to ensure they reflected people’s changing support needs.
There were procedures in place to keep people safe and there were sufficient staff on duty to meet people’s needs. Staff were appropriately trained and told us they had completed training in safe working practices. They were knowledgeable about people’s care and support needs and we saw that care was provided with patience and kindness and people’s privacy and dignity was respected.
Safe recruitment procedures were followed and appropriate pre-employment checks had been made including written references, Disclosure and Barring Service (DBS) checks, and evidence of identity had also been obtained.
Medicines were stored and administered safely and handled by staff who had received appropriate training to help ensure safe practice.
People’s nutritional needs were assessed and records were accurately maintained to ensure people were protected from risks associated with eating and drinking. People were adequately supported to ensure they received enough to eat and drink. People had been supported by staff to have their healthcare needs met. Where risks to people had been identified these had been appropriately monitored and referrals made to relevant professionals, where necessary.
Staff received Mental Capacity Act (2005) (MCA) and Deprivation of Liberty Safeguards (DoLS) training to make sure they knew how to protect people’s rights. The manager told us that to ensure the service acted in people’s best interests, they maintained regular contact with social workers, health professionals, relatives and advocates. The manager had recently made Deprivation of Liberty Safeguards (DOLs) applications to the local authority and was awaiting responses.
Activities reflected people’s individual interests and preferences. We saw people were encouraged and regularly supported to access facilities and amenities in the local community.
There was a formal complaints process. The provider recognised not all people could necessarily raise formal complaints and their feedback was sought through regular involvement with their keyworker. People were encouraged and supported to express their views about their care and staff were responsive to their comments.
The organisation’s values were embedded within the service and staff practice. The manager told us they monitored awareness and understanding of the culture of the service by observation, discussion and working alongside staff. Staff said they were encouraged to question practice and changes had taken place as a result. The manager assessed and monitored the quality of service provision through regular audits, including health and safety and medication. Satisfaction questionnaires were used to obtain the views of who lived in the home, their relatives and other stakeholders.