The inspection took place on 16 August 2015 and was unannounced.
Westhope Lodge is registered to accommodate up to nine people. It specialises in providing support to people with a learning or physical disability. The accommodation is provided on the ground floor and first floor of a purpose built property and there is level access throughout with a shaft lift to the first floor. There is a communal lounge and dining room area and level access to an enclosed garden to the rear of the property. The service shares the use of a minibus with two of the providers other services in the area. There were eight people living at the service at the time of the inspection.
The service had not had a registered manager in post since June 2015. 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. An acting manager had been recruited and been in post for four weeks when we undertook our inspection. We identified a number of shortfalls at this inspection that the acting manager was already aware of but had not yet formulated an action plan to address.
The provider’s quality monitoring and quality assurance processes had not always been followed. Accidents and incidents had not been analysed to identify whether there was any emerging themes and trends. The medicines audit had not identified the stock of medicines did not correspond with that stated on the records and some care plans and staff files were incomplete whilst others were in need of updating. People, their representatives, and staff were all encouraged to express their views at meetings and complete satisfaction surveys. The outcome of the surveys had been summarised and feedback received showed a high level of satisfaction. However there was no record of what action had been or was being taken to address the shortfalls identified and help drive improvement in the service. Likewise meeting minutes did not include a review of the previous meetings minutes or what actions needed to be completed by whom and by when. There was no action plan available to view for how the provider was going to address the shortfalls the acting manager and their own quality assurance processes had identified. This is an area we assessed the provider was required to improve in.
We were told some people lacked the capacity to give their consent to care and treatment and to agree to restrictions that were placed on them, for example to be under constant supervision and to having bed rails in place. However, mental capacity assessments had not been completed to assess this and applications to the local authority had not been made for them to authorise the deprivations of liberty these people were subject to. Therefore we could not be assured that staff knew what decisions people could make for themselves and when they needed the support of relevant people to help them make a decision. This is an area the provider was required to improve in.
Staff told us they would be confident reporting any concerns about people’s safety or welfare to the acting manager or nominated individual. One staff member told us "I would let my manager know if I suspected abuse was going on. I know that they would deal with it but failing that I would go to their manager. If not them, then further up the line”. However when incidents that affected people’s safety and welfare had occurred, the local authority safeguarding team had not been informed and incidents had not been analysed to identify any emerging themes or trends. Therefore we could not be assured that the relevant steps had been taken to reduce the risk of reoccurrence and people were being fully protected from harm. This is and area we assessed the provider was required to improve in.
Some staff recruitment files were held at the providers head office or at another of the provider’s services so were not available to view. Therefore it was not possible to establish how the acting manager had assessed that it was safe for these staff to work at the home or that they had the skills and experience they needed to support the people. This is an area we assessed the provider was required to improve in.
The acting manager and staff told us over recent months they had not always operated with the staffing levels the provider had assessed they needed to meet people’s needs. They explained they had two staff vacancies which they were in the process of recruiting to. One staff member said, “Holiday times can be difficult but I suppose that’s the same everywhere. We’ve also lost two seniors (senior staff members) recently so that’s a problem too”. When asked if staff had enough time to spend with people and provide person centred care another staff member told us, “Yes, no problem. We spend all day with people. It’s the job really”. This is an area of practice we identified as needing to improve.
The provider’s procedures for administering people’s medicines were safe but staff had not always followed them. Staff did not have specific guidance for follow in relation to when ‘as and when needed’ medicines should be administered and the stock of some medicines did not balance with the stock indicated in medicine records. This is an area of practice we identified as needing to improve.
People told us they felt safe and we saw staff keeping people safe by offering support when needed for example encouraging and supporting them to move and by providing specialist diets. One staff member said to us about a person that needed a soft textured diet “They can eat most foods but not anything very dry or crumbly like biscuits because they could choke on them.” One person said “I’m safe here alright. The doors are locked and there are staff here all the time”. They told us there was a call bell system in place so they could alert staff if they needed help and they knew how to use it. We saw people could move freely about the premises including those who used wheelchairs.
People were supported to be independent and participate in a range of activities. We saw people were coming and going throughout the day, going out shopping, going to the local café and going into town with support from staff whilst others had chosen to stay at home. A weekly timetable of activities had been formulated for each person which was in an accessible format and each person had key worker who co-ordinated their care and arranged holidays for them. However people’s preferences in relation to activities were not always catered for. For example it was recorded that one person had wanted to undertake a course and go to the gym but had not been supported to do so. This is an area of practice we assessed as needing to improve.
Staff knew the people well and were aware of their personal preferences, likes and dislikes. We saw staff communicated effectively with people and using sign language to communicate with one person. Care plans were in place detailing how people wished to be supported and were illustrated with photographs and symbols to aid people’s understanding of their content. However, not all aspects of these plans were up to date and accurately reflected peoples current care needs and preferences. This is an area we assessed as needing to improve.
Staff felt supported and received the training they needed to meet people’s assessed needs. They had obtained or were working towards obtaining a nationally recognised qualification in care. They were knowledgeable about their roles and responsibilities and had the skills, knowledge and experience required to support people with their care and support needs. However improvements were needed in relation to staff personal development and appraisals to make sure staff continued to have the competencies they needed.
People told us and we saw that staff were patient and kind. We observed that people were relaxed in the company of staff and each other, chatting and sharing jokes. We heard staff giving reassurances to people and explanations as to what was going to happen and when. We saw those who were able to, were encouraged to make their own drinks and breakfast. We heard staff offering choice throughout the day for example asking people how they wanted to spend their time and what they would like to eat. One person had pet birds and we saw staff helping them to clear out the bird cage talking to them about the birds while they did so. People were supported and encouraged to maintain relationships with people that mattered to them and there were no restrictions on visiting. People had the opportunity to go on an annual holiday or day trips out of their choice and the provider’s vehicle was adapted to accommodate wheelchairs. One person was also supported by volunteers from the Royal Society for Deaf People and enjoyed regular outings with them.
Staff told us they kept up to date with changes to people’s care by receiving verbal updates from one another, reading entries in records, attending staff handovers and staff meetings. People were supported with their healthcare needs and staff liaised with their GP and other health care professionals as required. For example one person received support from a physiotherapist and staff supported them to complete exercises as the physiotherapist had advised and another person was supported to have thickened drinks as prescribed by a speech and language therapist. One person told us “The staff are good; they come and help me when I need them.” Another person told us “I think they have the training, they help me with appointments and ringing the doctor if I’m not well”.
Feedback about the acting manager and staff was positive. They described an ‘open door’ management approach, where the acting manager was available to discuss suggestions and address problems or concerns.
We identified four areas where the provider was not meeting the requirements of the law. You can read what action we have told the provider to take at the back of the full version of the report.