We carried out a review of the data available to us about 43 Sedlescombe Road South 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 43 Sedlescombe Road South, you can give feedback on this service.
43 Sedlescombe Road South is a care home providing accommodation and personal care for up to six people with learning disabilities and autistic people. At the time of our inspection, six people were living there. Accommodation was on ground and first floor.
We found the following examples of good practice.
People were supported by staff to have visits from friends and family. Some people met with their relatives away from the home and others went to stay with relatives. Individual risk assessments were completed to consider each person’s safety. Some people’s relatives were unable to visit, for example if they lived at a distance, were elderly or had ill health and staff supported people to stay in touch through video calls. If relatives did not have facilities for video calling, staff provided updates via telephone or email.
People were supported to go out safely and, where possible, were encouraged to wear a mask and to wash their hands when they returned home. People were supported with their normal routines. At the time of our visit three people were out. One person told us they had just been shopping.
The registered manager told us that they had a flexible plan in the event of an outbreak as some people would be able to isolate but others would find this difficult. Each person had a risk assessment describing the support they would need.
There were cleaning schedules to demonstrate the routine and additional cleaning that was carried out. There was paint peeling from the walls in the laundry room, the counters in the kitchen were faded from the additional cleaning and there was a broken kitchen floor tile that could be an infection control risk and a trip hazard. The registered manager confirmed that all areas referred to were on a list of areas to be addressed in April 2022. The issue of the broken tile was more of a trip hazard than an infection risk so the registered manager confirmed this would be addressed as a priority.
Staff had received COVID-19 training along with training on infection prevention and control, and guidance for staff about how to put on and take off PPE safely. Updates and refresher training took place to ensure all staff followed the latest good practice guidance. Personal protective equipment (PPE) was stored in bathrooms. Hand sanitiser was readily available throughout the home. One person told us they thought the masks, “look silly, but if they make you feel safe, that’s all that matters.”
The home had some long-term agency staff that were used from time to time. A staff member told us, “The agency staff are amazing, we use the same workers where possible so there is consistency and they are familiar with the guys.” Regular testing for people and staff was taking place. Staff tested before each shift in line with government guidance and people were supported to have a monthly test.
The registered manager told us they felt supported by the organisation. They also attended various support networks and peer support groups locally. They valued the opportunities this brought to meet virtually with other managers, to share experiences, and to give and receive support.
The registered manager told us that staff support and wellbeing had been a priority. All staff received regular one to one support. A staff member said, “There is always support available. We had a bonus at Christmas and we always get a voucher for birthdays.”
Throughout the pandemic the home had strong support from their GP surgery. A GP and other health professionals had visited the service on the day of our inspection to carry out annual health reviews for people.
People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. The Care Quality Commission (CQC) regulates both the premises and the care provided, and both were looked at during this inspection.
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.
This comprehensive inspection took place on 16 and 17 January 2018 and was announced. It was the first inspection since the service was registered. The service had a registered manager. 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. The registered manager was also the manager of four other homes locally.
There were exemplary systems to assess and plan new admissions to the service. Transition plans included advice and guidance from people’s relatives and specialist professionals. These were based on people’s individual needs. Social stories were used to ensure people were as far as possible involved every step of the way and the systems ensured staff worked consistently and effectively to achieve maximum success. (Social stories are short descriptions of a particular situation, event or activity, which include specific information about what to expect in that situation and why). All of the people living at the service had very complex needs and required differing levels of support. Relatives spoke very positively of the service. One relative told us staff had a, “Can do attitude and carry things through. They have a plan for (relative) that I believe will happen. He now has a future.” A health professional told us, “The assessment, transition and discharge process was robust and the manager and staff worked well with the person his family and other professionals to ensure all went smoothly. Good communication and support planning with person centred training and crisis planning in place through transition.”
Most people were not able to tell us verbally if they had any concerns about the service. The registered manager had recently introduced a new system to assess and analyse incidents to determine if they had occurred as a result of a person’s frustration or were an indicator they were unhappy at that time about the way they were supported. The results had been extremely beneficial and were to be used as a way of enhancing the training provided to staff. Whilst the service already looked at why incidents occurred and how to minimise a reoccurrence, the new system gave greater clarity on people’s expectations and the consistency in approach they needed to make them feel safe.
There were commendable systems to ensure people were supported to attend health care appointments. Due to one person’s complex needs it had been a long time since they had attended a GP appointment. The service worked with the surgery to arrange an appointment at the quietest time of day. A staff member checked with reception when the GP was ready and the person was taken straight to the GP without having the stress of spending time in the waiting room. What could have been a very anxious time for the person, was handled well to reduce the risk of an incident. This meant that the next time an appointment was needed, the person would be more likely to respond positively.
People were encouraged to make decisions and choices. They 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. Best interest meetings, with a multidisciplinary approach, were held when necessary to ensure people’s needs were met.
People’s needs were effectively met because staff had the specialist training and skills they needed to meet people’s complex needs. Staff attended regular supervision meetings and received an annual appraisal of their performance. Staff supported people in the least restrictive way possible.
People were observed to be relaxed and content in their surroundings and there was warm and friendly atmosphere. People were supported to take part in a variety of activities to meet their individual needs and wishes. There were enough staff who had been appropriately recruited, to meet people’s individual needs.
There was excellent leadership with very good lines of communication between the staff team and the registered manager. Staff felt supported and spoke positively of the registered manager. There were robust systems for reviewing the quality of the care and support provided and the owners were involved regularly to check on the running of the service. The registered manager had very strong links with local organisations to gain advice and support that would benefit the organisation and to provide support for other services for people with learning disabilities.
Further information is in the detailed findings below.