This comprehensive inspection took place on 17 and 19 July 2018. The first day was unannounced.Magna Road is a ‘care home’. People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection.
Magna Road accommodates up to seven adults with a learning disability in one building. The ground floor is wheelchair accessible. There were six people living there when we inspected.
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.
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 service had a positive, person-centred, open and inclusive culture, with good relationships amongst people and staff.
Staff treated people with kindness and respect. People’s privacy was respected, and their independence promoted.
People were protected from abuse and neglect. They felt safe living at Magna Road. Staff understood their responsibilities in relation to safeguarding adults.
People’s care and support was delivered in a way that met their diverse needs and promoted equality.
Staff worked hard to establish people’s preferences and went the extra mile to help them find more hobbies and interests. Arrangements for activities were varied and adapted according to people’s individual needs. People had over the past year had become busier and more content.
Staff had gone the extra mile to minimise the adverse impacts of severe weather on people earlier in the year. This included staying over, assisting colleagues to get to work and arranging imaginative in-house activities.
People and where appropriate their families were involved in developing their care and support plans. This had resulted in people having successful planned transitions to the service from their previous accommodation.
Social contact and companionship was encouraged, which helped to protect people from social isolation. Staff supported people to keep in touch with their families and friends, and to maintain community links. People regularly visited community facilities.
People were supported to live healthier lives as they chose and got the support they needed to manage their health. Staff ensured there were healthy food options and encouraged people to keep active and to maintain friendships and interests.
Staff were aware of the importance of respecting people’s choices. They constantly consulted people and supported them to make choices. They worked within the requirements of the Mental Capacity Act 2005 (MCA). Where appropriate, applications had been made to the relevant authorising body to deprive people of their liberty.
People were involved in decisions about how to manage risks they faced. Their risk assessments were person-centred, proportionate and reviewed regularly.
There were elements of outstanding practice in relation to managing behaviour that challenged. People who had a history of behaviour that challenged had a personalised positive behaviour support plan. This supported them to have as much control as possible over their lives, so they did not feel the need to behave in a challenging way. Staff noticed when people were showing signs of being upset and swiftly provided care and support.
There were elements of outstanding practice in relation to meeting people’s individual needs through the adaptation, design and decoration of the premises, indoors and outdoors. People were encouraged to get involved in decorating and furnishing, provided they were happy to do so. The garden had evolved according to people’s needs and wishes. It was now an attractive and welcoming space, which people spent much time enjoying. People and staff all took pride in it.
The premises and equipment were regularly maintained. They were kept clean and in good condition.
People’s medicines were managed consistently and safely.
The control and prevention of infection were managed well.
There were always enough suitably skilled staff on duty. People were supported by familiar staff who understood their needs and got along with them.
Staff had the skills and knowledge they needed to perform their roles. They were supported through supervision and appraisal.
There were checks to ensure new staff were of good character and suitable for their role.
Staff morale was good, having improved with the arrival of the registered manager a year before.
People, relatives and staff had confidence in the leadership of the service.
The registered manager and staff had a shared understanding of challenges, achievements, concerns and risks affecting the service.
Organisational values were clearly communicated to staff through the ‘You Can’ supervision process and through communications from senior management, such as the staff newsletter. Two staff at Magna Road had won recognition as regional employees of the month for building team morale and overcoming challenges.
Quality assurance processes were in place to drive continuous improvement. Significant events, such as accidents, incidents, safeguarding and complaints, were monitored by the registered manager and by the provider for developing trends.
The service worked in partnership with other agencies to support care provision.
Information about how to raise a complaint was available in written and easy-read versions, and complaints were taken seriously.