Archived: Jacobs Neurological Centre

Updated 29 January 2022

The inspection

This was a targeted inspection to check on a specific concern we had about the COVID-19 vaccination status of staff working at the service

As part of this inspection we looked at the infection control and prevention measures in place. This was conducted so we can understand the preparedness of the service in preventing or managing an infection outbreak, and to identify good practice we can share with other services.

Inspection team

This inspection was conducted by one inspector.

Service and service type

Jacobs Neurological Centre is a ‘care home’. People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection.

The service had a manager registered with the Care Quality Commission. This means that they and the provider are legally responsible for how the service is run and for the quality and safety of the care provided.

Notice of inspection

This inspection was unannounced.

What we did before the inspection

We reviewed information we had received about the service since the last inspection. We sought feedback from the local authority and professionals who work with the service. The provider was not asked to complete a provider information return prior to this inspection. This is information we require providers to send us to give some key information about the service, what the service does well and improvements they plan to make. We took this into account when we inspected the service and made the judgements in this report. We used all of this information to plan our inspection.

During the inspection-

We spoke with four members of staff including the clinical manager, registered manager and senior management from the provider organisation.

We reviewed a range of records. This included staff training records, rotas, schedules and audits. We also looked at a variety of records relating to the management of the service, including policies and procedures.

Updated 29 January 2022

The inspection took place on 18 April 2018 and was unannounced.

Jacobs Neurological Centre is a ‘care home’. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection. They are registered to provide accommodation and treatment for up to 60 people, aged 18 years or older, with complex long term neurological conditions, brain or spinal injuries.

Jacobs Neurological Centre is owned and operated by Ramsay Health Care UK Operations Limited, which is a subsidiary of Ramsay Health Care (UK) Limited. The centre provides nursing care, personal care, medical treatment and diagnostic procedures in a purpose built environment over two floors. The staff at the centre assists people’s recovery wherever possible and specialise in slow stream rehabilitation. Some people had lived there for many years and others were more recent admissions working towards returning to their own homes. There were 60 people accommodated at the home at the time of this inspection.

At our last inspection 14 March 2015 we rated the service Good. At this inspection we found the evidence continued to support the rating of Good and there was no evidence or information from our inspection and on-going monitoring that demonstrated serious risks or concerns. This inspection report is written in a shorter format because our overall rating of the service has not changed since our last inspection.

The home had a registered manager. 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.

People told us they felt safe at the service and the risk management plans in place supported their views. Relatives told us they felt the service managed risks well and people received care and support in a safe way. There were enough staff recruited through robust processes to ensure people`s needs were met in a timely way.

Staff received a comprehensive induction training when they started working at the home and regular on-going training to support their development and understanding about people`s needs.

People`s medicines were managed safely by staff who had their competencies checked. Care plans were comprehensive and developed to ensure people`s health and social needs were appropriately documented.

People and relatives where appropriate were involved in the planning and the review of their care and support. Staff asked people for their consent if people were able to communicate verbally, using body language or assisting technology to communicate their wishes. Where people were in a locked in state (unable to communicate) staff acted in people`s best interest following the Mental Capacity Act (MCA) principles.

People and relatives told us staff were kind and caring and supported them with patience and compassion. Staff were aware of people`s likes, dislikes and preferences and delivered care and support in accordance to people`s wishes.

The care and support people received was effective and we found numerous examples where people`s condition improved following a short stay in Jacobs Neurological Centre and they could return home or other less supported services.

People were supported by a range of professionally qualified staff employed by the provider. There was a permanent GP at the home supporting people`s health needs on a daily basis. A team consisting of physiotherapists, occupational health therapist and nursing staff ensured people`s needs were met effectively.

People told us staff encouraged them to be involved in their care and retain or regain their independence as much as possible. People were provided with opportunities to engage in social activities of interest to them. The environment and the grounds were well maintained and provided sufficient space to comfortably fit all the equipment people needed. The service provided people with a range of specialist equipment and these were regularly serviced and cleaned to ensure people were protected from the risk of infections and the equipment was safe to use.

There was a multi-disciplinary team approach and a tight partnership working between specialist consultants, GP, speech and language therapists, dieticians, nursing staff, therapists and other health and social care professionals to ensure that people received well-coordinated care and support which met their needs holistically and consistently.

There was visible and effective leadership within the service. The service was effectively organised and well run with an open and transparent culture. The registered manager was supported by a dynamic well developed management structure and the management team demonstrated a holistic approach and had clear oversight of how the service was meeting people’s physical, emotional and social needs.

The service actively encouraged and provided a range of opportunities for people who used the service and their relatives to provide feedback and comment upon the service in order to continue to drive improvement. There was a comprehensive auditing programme carried out by the management team and the provider. Action plans were comprehensive in detailing actions taken, time frames and the responsible person for the actions taken.