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Inspection Summary


Overall summary & rating

Good

Updated 22 March 2017

Webb House provides accommodation for up to 20 people. There were 17 people living at the home at the time of the inspection. People living at Webb House had a range of learning and physical disabilities including multiple sclerosis, stroke and acquired brain injuries following accidents. Some people had lived with their disability since birth and a number had lived in care all of their adult lives. Accommodation was provided over two floors with a passenger lift that provided level access to all parts of the home. The home was built on a slope which meant both floors had level access outside.

There is a registered manager at the home. 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 is also the registered manager for two other homes and spends time at each location during the week. The deputy manager was responsible for the day to day running of the home and was present throughout the inspection.

We carried out an inspection on 16 and 17 December 2015 where we found improvements were required in relation to the quality assurance system and maintaining accurate records. The provider sent us an action plan and told us they would address these issues by 1 June 2016.

We completed this inspection on 15 and 17 February 2017 and found the provider was meeting the legal requirements that were previously in breach. However, these improvements need to be fully embedded into practice. Some aspects of people’s records needed more detail to demonstrate the full range of support people were given.

People received person-centred care from staff who had a good understanding of them as individuals and of their needs. Staff supported people to maintain and improve their independence and live as full a life as possible. Staff treated people with kindness and compassion and were respectful of people’s individual choices. People were supported to set and achieve their own goals and maintain their own hobbies and interests.

Staff understood the principles of the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS) had been submitted when required. Staff understood that people had the choice to make unwise decisions and risk assessments were in place to support them to do this. Individual risk assessments were in place and staff understood the risks associated with people they looked after.

Staff understood their responsibilities in protecting people from the risk of abuse. They received regular training and knew how to report any concerns. There were systems in place to ensure people’s medicines were managed safely.

There were enough staff to support people and meet their needs. Recruitment records demonstrated staff had been appropriately employed and were suitable to work with people who used the service. Staff received appropriate training and support to enable them to look after people at Webb House and staff had the skills to perform their roles.

People had their nutritional needs assessed and were supported to maintain a healthy diet of their choice. People were supported to maintain good health and they had access to relevant healthcare professionals when required.

The registered manager and deputy manager had developed an open and positive culture. This was focussed on ensuring people received good, person-centred support that promoted their independence. People and staff spoke highly of them and told us they would always address their concerns. People were actively encouraged to be involved in the day to day running of the home. They were asked for their feedback which was listened to and used to improve and develop the home.

Inspection areas

Safe

Good

Updated 22 March 2017

Webb House was safe.

People�s risks were safely managed. Individual risk assessments were in place and staff understood the risks associated with people they looked after.

Staff received training in safeguarding adults. Staff understood how to identify potential abuse and understood their responsibilities to report any concerns.

There were enough staff to support people and meet their needs. Recruitment records demonstrated there were systems in place to ensure staff were suitable to work with people who used the service.

There were systems in place to ensure people�s medicines were managed safely.

Effective

Good

Updated 22 March 2017

Webb House was effective.

People received support from enough suitably trained and supported staff who had the skills to perform their roles.

Staff understood the principles of the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS) had been submitted when required.

People were provided with a choice of healthy and nutritious meals each day.

Staff ensured people's health needs were met and they had access to relevant healthcare professionals when required.

Caring

Good

Updated 22 March 2017

Webb House was caring.

Staff communicated clearly with people in a caring and supportive manner. They knew people well and had good relationships with them.

People were treated as individuals and staff respected people's dignity and right to privacy.

People were supported and encouraged to make their own decisions and to maintain their independence.

Responsive

Good

Updated 22 March 2017

Webb House was responsive.

People�s support was personalised to reflect their needs and choices.

People were supported to set and achieve their own goals and maintain their own hobbies and interests.

People regularly provided feedback about the service and this was listened to and acted on.

Well-led

Requires improvement

Updated 22 March 2017

Webb House had met the legal requirements that were previously in breach. However, these improvements need to be fully embedded into practice.

There was an open and positive culture at the home. This was focussed on ensuring people received good person-centred support that promoted their independence.

Staff told us they were well supported by the registered and deputy manager. They were clear about their responsibilities.

There was a quality assurance system in place to monitor the quality and safety of the service.