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Inspection carried out on 15 January 2018

During a routine inspection

The inspection took place on 15 and 19 January 2018, the first day was unannounced.

This was the first inspection of the service since their registration with CQC.

This service provides care and support to people living in specialist ‘extra care’ housing. Extra care housing is purpose-built or adapted single household accommodation in a shared site or building. The accommodation is rented, and is the occupant’s own home. People’s care and housing are provided under separate contractual agreements. CQC does not regulate premises used for extra care housing; this inspection looked at people’s personal care and support service.

People who used this service lived in their own apartments with access to communal areas, for example an activities room, large bathrooms, a bistro and a hairdressing salon. The registered manager and care staff had access to a large office on site and a staff rest area, which they shared with the housing provider.

Not everyone living at Bluebell Park received the regulated activity; CQC only inspects the service being received by people provided with ‘personal care’; for example, help with tasks related to personal hygiene and eating. Where they do we also take into account any wider social care provided. At the time of our inspection there were 21 people receiving the personal care service.

There was a registered manager at the service. 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.

People who used this service told us that they felt safe and secure living at Bluebell Park. Staff were provided with training and information about safeguarding people. They knew what was meant by abuse and their responsibilities for reporting any concerns they had about people’s safety. Risks people and other faced, including in the event of an emergency had been identified and plans were in place detailing how to minimise the likelihood of harm occurring.

Safe recruitment procedures were followed. Applicants were required to provide information about their previous work history, skills and qualifications and they were subject to a range of pre-employment checks. This information was used to assess their suitably and fitness to work with vulnerable people. There were sufficient numbers of suitably qualified and skilled staff to safely meet people’s needs and keep them safe. Staff were provided with training relevant for their roles and they received a good level of support.

People’s views, choices and preferences about their care and support and how they wanted it provided was captured in assessments and incorporated into care plans. Care plans were kept under review with the involvement of people and relevant others so that people continued to receive the care and support they needed and wanted. People were provided with opportunities to engage in meaningful activities and staff encouraged and supported this were necessary.

The registered manager and staff had good knowledge and understanding of the Mental Capacity Act (2005) and their roles and responsibilities linked to this. People gave consent to the care and support they received and their ability to make informed choices and decisions was reviewed regularly. Care plans included details of those who had legal authority to make decisions on behalf of people.

People were treated with dignity and respect and their privacy and independence was promoted. Staff showed people compassion in the way they supported them emotionally. People had formed positive relationships with staff and staff knew people very well including their backgrounds and things of importance.

People were provided with information about how to complain and they were confident about complaining should they need to. People’s views about the service and were obtained on a regular basis through the use of surveys and at consultation meetings held at the service. Ideas which people put forward helped to bring about improvements and changes to the service.

People knew who the registered manager was and were they could find her in the building. People and staff described the registered manager as very supportive and approachable and they told us she managed the service well. Staff were recognised for their hard work and they felt valued. They described an open door policy whereby they could speak with the registered manager at any time for advice and support. There were effective systems in place for checking on the quality and safety of the service and for making improvements. This included checks carried out on care records, medication, staff performance and health and safety. Prompt action was taken to address any areas which were identified as requiring improvement.