8 June 2018
During a routine inspection
Upper Selsdon Road provides 24-hour care and support for men with a mild and moderate learning disabilities and additional mental health needs. At the time of our inspection eight people were using the service. This service provides care and support to people living in a ‘supported living’ setting, so that they can live in their own home as independently as possible. People’s care and housing are provided under separate contractual agreements. CQC does not regulate premises used for supported living; this inspection looked at people’s personal care and support.
The care service had 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.
A registered manager was in post at the time of our inspection. 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.
Staff had an excellent understanding of people's needs and were skilled in the way they provided person centred care and support, putting people at the heart of the service. Staff supported and encouraged people to have an exceptional quality of life by helping people to make choices and have control over their lives.
People were at the centre of everything that happened at the service. Staff ensured people were given every opportunity to participate in a wide range of social activities, education and work to increase their confidence, independence and enable people to live as full a life as possible. Staff actively encouraged people to try out new experiences and activities.
People told us they happy living at Upper Selsdon Road and relatives we spoke with confirmed this. Staff had good knowledge about how to identify abuse and report any concerns and knew the systems and processes in place to protect people from harm. People and staff were encouraged to raise concerns and staff told us they felt they were listened to.
People had risk assessments which helped staff make sure people were safe at the service and in the community. These helped staff to manage and reduce people’s risk while still encouraging their independence.
People had good continuity of care by a staff team who knew people well. People were supported by staff who received appropriate training and support to do their job well. Staff felt supported by managers. There were enough qualified and skilled staff at the service. Staffing was managed flexibly to suit people's needs so that people received their care and support when they needed it.
Medicines were managed safely and people received their medicine when they needed it.
People were encouraged to make health choices about their food and supported to have sufficient amounts to eat and drink. Risks associated to people’s diet had been identified and staff knew what to do to manage this risk. Staff supported people to access the healthcare services they needed to maintain their health and referred people to specialist support when necessary.
Care records were focused on each person and gave a complete picture of the individual including their physical, mental, emotional and social needs. Staff understood the best ways to communicate with people and were able to support people when they became upset or worried.
The provider listened to and acted on complaints. Information was available for people and their relatives to make a complaint and relatives were confident the registered manager would respond appropriately if they raised any concerns.
Leadership was visible across the service and the registered manager, deputy manager and staff had a good understanding of their roles and responsibilities. The provider had a range of audits in place to assess, monitor and drive improvement. When things had gone wrong lessons were learned and this was shared across the service.