Archived: Welmede Housing Association

Updated 18 February 2017

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, to look at the overall quality of the service, and to provide a rating for the service under the Care Act 2014.

This inspection took place on 18 and 19 January 2017 and was announced. We gave the service 48 hours’ notice of the inspection. We wanted to visit people in their homes on the first day (with permission from people) and we needed to ensure that the registered manager would be in the office on the second day of the inspection. On this inspection there were three inspectors.

Prior to the inspection we reviewed the information we had about the service. This included information sent to us by the provider, about the staff and the people who used the service. We reviewed the Provider Information Return (PIR). This is a form that asks the provider to give some key information about the service, what the service does well and improvements they plan to make. We also reviewed questionnaires that had been completed by people, relatives and staff. We reviewed the information supplied by the registered manager and we checked information that we held about the service and the service provider. This included statutory notifications sent to us by the provider about incidents and events that had occurred at the service. A notification is information about important events which the provider is required to tell us about by law. We also spoke with one health care professional and one social care professional prior to the inspection.

On day one of the inspection, with the permission of the people involved, we visited them in their home to talk to them, talk to staff and observe care being provided by staff. On the second day we spoke with the registered manager and staff. Over the two days we spoke with 16 people, two relatives and 27 members of staff. We looked at a sample of 10 care plans of people who used the service, medicine administration records, 10 recruitment files for staff, and supervision records for staff. We looked at records that related to the management of the service. This included minutes of staff meetings and audits of the service. We also received feedback from healthcare professionals after the inspection.

The service was last inspected on the 19 July 2013 and no concerns were identified.

Updated 18 February 2017

This inspection was carried out on the 18 and 19 January 2017. Welmede Housing Association Limited offers person centred support services to people with a learning disability living in their own homes. At the time of our inspection the service provided personal care to approximately 329 people spread over a large geographical area. Some people shared accommodation with others whilst some people lived on their own. There were other people who used the service that were not receiving personal care.

There was a registered manager in post at the time of the inspection. A registered manager is a person who has registered with the Care Quality Commission (CQC) 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 were supported on the inspection by the registered manager and the senior management team.

People’s feedback about the safety of the service showed that there was a high level of understanding from staff of the need to make sure people were safe. People were supported to be safe whilst maintaining their independence.

The service used innovative ways to manage people’s risk and keep people safe, whilst ensuring they had a full and meaningful life. Staff had received training in how to recognise and report

abuse and were confident any allegations would be taken seriously and investigated to help ensure people were protected.

There were sufficient staff at the service to provide care and support to people. Appropriate recruitment checks were undertaken before staff started work. People's medicines were managed in a safe way people supported to manage their own medicines.

People received support from staff that knew them really well, and had the knowledge and skills to meet their needs. People and their relatives spoke highly of the staff and the support provided. The staff made people feel that they mattered and that they were contributing to their own care. People were supported by staff that had undergone a thorough induction programme which gave them the skills to care for people effectively. Comprehensive and detailed training was provided to staff to help them understand the specific needs of people.

People had detailed care plans in place which provided guidance for staff about how people liked their care provided. People and families were fully involved in making sure they planned care which suited their needs. People told us staff always respected the way they liked things done and respected their home. Staff received appropriate supervision to provide effective care to people.

All staff had a clear understanding of the Mental Capacity Act 2005 and how to make sure people who did not have the mental capacity to make decisions for themselves had their legal rights protected. Staff were aware of when someone may need to receive a mental capacity assessment and who to report this to.

Staff supported people's nutritional and hydration needs and people were supported to access any health care they needed. Staff supported people to stay well and they followed the guidance given by health care professionals.

Staff and management were committed to a supportive approach to caring and found ways to make sure that every person using the service were happy and comfortable. People were treated as individuals whose life and experiences mattered to the staff. The manager team and staff went out of their way to ensure that people and their relatives were comforted and looked after in a kind and compassionate manner and treated with dignity and respect. It was clear that staff understood people's needs and how to communicate with people. Staff had supported people to use information which helped them communicate more easily. People and relatives were at the centre of decision making about their care.

Care records were personalised, up to date and accurately reflected people’s care and support needs. The care plans included information about peoples’ likes, interests and background and provided staff with sufficient information to enable them to provide care effectively. The service actively built links with the local community that enhanced people’s sense of wellbeing and quality of life. People were supported to participate in activities, hobbies and work placements.

Complaints, concerns and feedback were taken seriously and used as an opportunity to improve the service. The registered manager had informed the CQC of significant events. Records were accurate, well maintained and kept securely.

The service had a strong, visible person centred culture and is exceptional at helping people to express their views so they understand things from their points of view. People, their relatives and staff told us the management team were caring, friendly and approachable. The ‘Cluster’ manager and team leaders took a personal interest in people and knew them well. The management team worked in partnership with people's families and outside organisations to improve the care and support people received. The provider had systems in place which monitored health and safety and the quality of people's support. The systems were responsive and had led to changes being made. The provider was proactive with regard to how people's support could be improved.