We carried out a review of the data available to us about Aqueduct Road on 6 July 2023. We have not found evidence that we need to carry out an inspection or reassess our rating at this stage.
This could change at any time if we receive new information. We will continue to monitor data about this service.
If you have concerns about Aqueduct Road, you can give feedback on this service.
At our last inspection 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 ongoing 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 inspection took place on the 27 September 2018 and was unannounced.
There was a registered manager at this home. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Registered providers and registered managers 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 service has been developed and designed in line with the values that underpin the Registering the Right Support and other best practice guidance. These values include choice, promotion of independence and inclusion. People with learning disabilities and autism using the service can live as ordinary a life as any citizen.
People were happy within the home and relaxed around staff they knew. Staff received safeguarding training and understood the signs of abuse, and systems were in place to guide them in reporting these. Staff understood people’s individual health needs and how to support each person. There were sufficient staff available to meet people’s needs and the registered manager supported staff in delivering care. Staff recruitment processes included background checks on the suitability of staff to work at the home. People received their medicines and checks were undertaken to ensure people received their medicines safely.
People were supported by staff that had access to training and guidance so that the care people received care based on best practice.
Staff were caring and promoted people’s independence and people were able to maintain important relationships with family and friends. People had food and drink they enjoyed and had choices available to them, to maintain a healthy diet. Staff knew the people who lived at the home well and were able to support them to eat and drink.
People were treated with kindness by staff that knew and understood their needs well. People were encouraged to be as independent as possible. Staff understood what each person was able to manage for themselves and what they required support with.
The registered manager promoted an inclusive approach by involving people and staff in making decisions about people’s care. Staff worked as small team that involved the registered manager in delivering care. Staff felt able to speak with and discuss issues that were important about peoples’ care with the registered manager. The registered manager had effective systems to monitor how care at the service was provided, to ensure people received quality care that was reviewed and updated regularly.
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.