The inspection took place on 1 February 2016 and was announced. We told the provider we were coming 48 hours before the visit so they could arrange for people and staff to be available to talk with us.The service provides care and support for up to two people with learning disabilities, autism or autism spectrum disorders. The home is located in Solihull in the West Midlands. There were two people using the service when we visited. Each person had their own bedroom and there was a shared lounge and dining room area at the home.
The service had a registered manager. This is a requirement of the provider’s registration. 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. We refer to the registered manager as the manager in the body of this report.
We observed that people were comfortable with staff. A relative and social care professional told us they were confident people were safe living in the home. Staff knew how to safeguard people from abuse, and were clear about their responsibilities to report any concerns to the manager. The provider had effective recruitment procedures that helped protect people, because staff were recruited that were of good character to work with people in the home.
There were enough staff at Aqueduct Road to support people safely and respond to requests for assistance without delay. Staffing levels enabled people to have the support they needed inside and outside the home that met their individual needs and wishes. People were supported to choose how they would like to spend their day and took part in a wide range of activities. This enabled people to be part of their local community. People who lived at the home were supported to maintain links with family and friends who could visit the home at any time.
The manager understood their responsibility to comply with the requirements of the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS). The manager had made DoLS applications when any potential restrictions on a person’s liberty had been identified. People were supported to make everyday decisions themselves, including what they had to eat and how they spent their day, which helped them to maintain their independence. Menus reflected people’s cultural and religious beliefs.
All the care records we looked at were up to date and described in detail people’s routines and how they preferred their care and support to be provided by staff. People and their relatives were involved in planning, and reviewing how they were cared for and supported. Risks to people’s health and welfare were assessed and care plans gave staff instruction on how to reduce identified risks which staff followed. Staff had a good knowledge of people they were caring for. People had access to a range of health care professionals when needed. There were systems in place to ensure medicines were stored and administered safely.
People were supported by staff who were caring and considerate. All staff received an induction into the organisation and completed the training necessary to give them the skills and knowledge they needed to meet the needs of people they cared for effectively. Relatives thought staff were responsive to people’s needs and had the right skills and knowledge to provide care and support. Staff had a good knowledge of people needs and supported them to make every day decisions. People were supported to increase their independence and staff encouraged people to be involved in everyday tasks around the home. People were given privacy when they needed it.
Relatives and staff felt the manager was approachable and supportive. The manager maintained an open culture at the home and was committed to continually improving the service provided. Relative’s told us they knew how to make a complaint if they needed to. There was good communication between people, staff members and the manager.
The provider had established procedures to check the quality and safety of care people received, and to identify where areas needed to be improved. Where concerns were identified, action plans were put in place to rectify these. People and relatives were given opportunities to make suggestions on how the home was run and about the quality of the service provided. The manager gathered feedback from people, their relatives and staff through meetings or quality assurance questionnaires. Improvements were made in response to people’s suggestions.