5 November 2015
During a routine inspection
The Coach House is registered to provide residential care for up to two people. It supports people who have a learning disability and have limited verbal communication. We inspected the home on 5 November 2015. The inspection was unannounced. There was one person living in the home at the time of our inspection.
The service had a registered manager in post. A registered manager is a person who has registered with 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.
The Care Quality Commission is required by law to monitor the operation of the Mental Capacity Act, 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS) and to report on what we find. DoLS are in place to protect people where they do not have capacity to make decisions and where it is considered necessary to restrict their freedom in some way, usually to protect them. At the time of the inspection the manager had submitted DoLs applications as required.
People felt safe and were cared for by staff in way that met their needs and maintained their dignity and respect. Staff understood how to identify, report and manage any concerns related to people’s safety and welfare.
The provider had developed relationships with local healthcare services which meant people received the specialist support required. Medicines were safely stored and managed.
Food and drink were provided to a good standard and people had variety and choice.
People and their relatives were involved in planning the care and support provided by the service. Staff listened to people and understood and respected their needs. Staff reflected people’s wishes and preferences in the way they delivered care. They understood the issues involved in supporting people who had lost capacity to make some decisions.
People were encouraged and supported to engage in activities and events that gave them an opportunity to socialise. Staff ensured people obtained advice and support from other health professionals to maintain and improve their health or when their needs changed.
Relatives told us they could voice their views and opinions to the manager and staff. The manager listened to what people had to say and took action to resolve any issues. The manager reviewed untoward incidents and concerns to look for opportunities to improve policies and practices for the future. There were systems in place for handling and resolving complaints.
Recruitment practices ensured that the staff employed were suitable to work with people. Staff received training and support to deliver a good quality of care to people and a training programme was in place to address identified training needs.
There was a friendly, homely atmosphere and staff supported people in a kind and caring way that took account of their individual needs and preferences. The staff and management team shared common values about the purpose of the service. People were supported and encouraged to live as independently as possible, according to their needs and abilities.
The manager demonstrated an open management style and provided leadership to the staff team.