Holles Street Short Breaks Service

Updated 4 November 2020

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.

This was a targeted inspection looking at the infection control and prevention measures the provider has in place. As part of CQC’s response to the coronavirus pandemic we are conducting a review of infection control and prevention measures in care homes.

The service had been identified for use by the Local Authority as a designated care setting in response to the Winter Plan for people discharged from hospital with a positive Covid-19 status. This inspection was to ensure that the service was compliant with infection control and prevention measures.

This inspection took place on 27 October 2020 and was announced.

Updated 4 November 2020

We carried out an unannounced inspection of the service on 31 October 2017. Nottinghamshire County Council is the registered provider of Holles Street Short Breaks Service. This service provides respite care and support for up to ten adults with a learning disability. On the day of our inspection five people were using the service and there was a registered manager in place.

At the last inspection, in September 2015, the service was rated Good. At this inspection we found that the service remained Good. The rating for the Caring domain has changed from Good to Outstanding.

People continued to feel safe and staff ensured that risks to their health and safety were reduced. There were sufficient staff to meet people’s needs in a timely manner and systems were in place to support people to take their medicines. Safe recruitment systems were in place.

Staff received relevant training and felt well supported. People were asked for their consent and appropriate steps were taken to support people who lacked capacity to make particular decisions. People were supported to eat and drink enough to maintain good health.

Positive and caring relationships had developed between people and the staff who cared for them and staff went the extra mile to provide support which centred on the person and individual goals. Staff took the time to get to know people well and to understand what worked for them and they empowered people to have independence and autonomy. People were treated with dignity and respect by staff who understood the importance of this.

People received person-centred and responsive care from staff who had a clear understanding of their current support needs. Care plans were in place which provided clear information about the care people required. People knew how to make a complaint and there was a clear complaints procedure in place.

There was an open and transparent culture which enabled people and staff to speak up if they wished to. The management team provided strong leadership and a clear direction to staff. There were robust quality monitoring procedures in place.

Further information is in the detailed findings below.