Archived: Newman's Care Home

Updated 14 April 2021

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.

As part of CQC’s response to the COVID-19 pandemic we are looking at the preparedness of care homes in relation to infection prevention and control. This was a targeted inspection looking at the infection control and prevention measures the provider has in place.

This inspection took place on 05 March 2021 and was announced.

Updated 14 April 2021

We inspected the service on 12 November 2018. The inspection was announced. Newman’s Care Home 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. The service accommodates up to eight people.

On the day of our inspection five people were using the service.

The home had been registered with CQC before Registering the Right Support and Building the Right Support guidance had been developed. However, we found the care provided included choice, promotion of independence and inclusion. People living with learning disabilities at Newman’s Care Home were supported to live as ordinary a life as any citizen.

At our last inspection on 24 May 2016 we rated the service ‘good.’ At this inspection we found the evidence continued to support the rating of ‘good’ overall. There was no evidence or information from our inspection and ongoing monitoring which 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.

People continued to receive a safe service where they were protected from avoidable harm, discrimination and abuse. People’s safety needs were considered by the staff caring for them. Risks to people’s individual safety were understood by staff, who found ways to support people to stay as safe as possible as their needs and goals changed. There were enough staff to meet people’s needs and safe staff recruitment processes were used, to further reduce risks to people. Staff supported people to have the medicines they needed to remain well. The administration of people’s medicines was checked, so the registered manager could be assured people received these safely. Staff reviewed any untoward incidents, so any learning could be taken, and risks reduced further.

People continued to receive an effective service. Staff training and support was linked to the needs of the people living at the home, so people’s individual needs would be met. People were supported have enough to eat and drink, based on their preferences. Staff had developed good systems for working with other health and social care professionals, so people’s health needs would be met promptly. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice. The principles of the Mental Capacity Act (MCA) were followed.

People continued to receive care from staff who were compassionate and caring and people were treated with dignity and respect. Strong bonds had been formed between people and the staff who supported them. Staff understood people’s histories and preferences and knew what mattered to the people they cared for. Staff spent time chatting with people and knew how people liked to be comforted. People were encouraged to be as independent as possible, with support from staff.

People continued to receive a responsive service. People’s needs were considered before they came to live at Newman’s Care Home, and care plans were developed to meet their needs. People’s relatives and other health and social care professionals had been consulted about planned care. Staff suggestions for developing people’s care plans futher, as people’s needs changed, were listened to. People had opportunities to spend their time enjoying themselves in the ways they liked. This included trips out, employment placements and spending time with people who were important to them. People were supported to express their spirituality, where appropriate.

Systems were in place to support people to raise any concerns or make any complaints. None of the people or their relatives had wanted to make any complaints because they considered the care provided was good. Staff had worked effectively with other health and social care professionals so people’s wishes at the end of their lives were met.

The registered manager also provided care to people, and used this as an opportunity to check the quality of care provided. The provider’s representative also visited the home regularly, to check people were receiving safe and compassionate care, and staff support arrangements. People, staff and other health and social care professionals felt listened to by the senior team.

Further information is in the detailed findings below.