Abilities Short Breaks - Preston Road

We found the following examples of good practice.

The service followed current government visiting guidance. There were arrangements to manage infection risks. An up to date infection control policy was in place and there were standard operating procedures that were regularly updated in line with changes in government policy.

All staff had received training about COVID-19, hand washing and in the proper use and on donning and doffing of appropriate personal protective equipment (PPE). The service carried out monitoring checks of staff infection prevention control (IPC) practice and further training was provided when needed. This helped to assure the provider that people were protected and safe.

Staff and people receiving care had received all doses of the vaccine. Where possible regular testing was also carried out for people in order to identify any positive cases as early as possible so that people could self-isolate to reduce the spread of infection. The service confirmed they had contacted families to ensure they had a confirmed negative lateral flow test when visiting people.

The service had identified people at particular risk of infection and were supported to minimise close physical contact by way of social distancing or isolation when needed. Staff were provided with appropriate PPE, which met recommended national guidance to carry out their role safely.

During the pandemic the provider promptly communicated with staff, people and relatives. This and regular communication with the host local authority, public health teams, community healthcare professionals and managers from other care homes helped to ensure the home carried out good IPC practice that kept people safe.

The service had ensured there were sufficient supplies of PPE. During the COVID-19 pandemic, the service was able to reliably get hold of enough of the right PPE to meet people’s needs.

Abilities Short Breaks - Preston Road provides accommodation and personal care for a maximum of three adults who have learning disabilities. The home is a two-storey detached corner house. The service provided short stays for people with learning disabilities. The local authority agrees an allocated number of nights for people with learning disabilities as part of their care package. Relatives of people then book short breaks at the home for people. At the time of this inspection, there were three people using the service.

The service has been developed and designed in line with the principles and values that underpin Registering the Right Support and other best practice guidance. This ensures that people who use the service can live as full a life as possible and achieve the best possible outcomes. The principles reflect the need for people with learning disabilities and/or autism to live meaningful lives that include control, choice, and independence. People using the service receive planned and co-ordinated person-centred support that is appropriate and inclusive for them.

People’s experience of using this service:

There was only one person in the home during this inspection who could provide us with verbal feedback. The other two people had gone out for the day. Staff informed us that these two people were not able to provide verbal feedback. The person who used the service told us they were happy living in the home and they were well cared for. We observed that staff interacted well with this person and were attentive towards them. People’s relatives were positive about the care provided. They stated that staff were able to meet people’s needs and treated people with respect and dignity.

Risk assessments had been documented. Risks to people’s health and wellbeing had been assessed. There was guidance for staff on how to minimise risks to people.

Staff had received training on how to safeguard people and were aware of the procedure to follow if they suspected that people were subject to abuse

The service had a policy and procedure to ensure that people received their prescribed medicines. Staff had received medicines administration training and knew how to administer medicines safely.

Staff had been carefully recruited and essential pre-employment checks had been carried out. The home had adequate staffing levels and staff were able to attend to people’s needs. This was also confirmed by staff and relatives.

People looked comfortable in their environment. The premises were clean and tidy. There was a record of essential maintenance carried out. Fire safety arrangements were in place.

Staff supported people to have a healthy and nutritious diet that was in line with their individual dietary needs and preferences.

The healthcare needs of people had been assessed. People could access the services of healthcare professionals when needed.

Staff had received appropriate training and they had the knowledge and skills to support people. The registered manager and senior staff provided staff with regular supervision and a yearly appraisal of their performance.

Staff understood their obligations regarding the Mental Capacity Act 2005 (MCA). People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible.

The Care Quality Commission (CQC) is required by law to monitor the operation of the Deprivation of Liberty Safeguards (DoLS) which applies to care homes. DoLS ensure that an individual being deprived of their liberty is monitored and the reasons why they are being restricted is regularly reviewed to make sure it is still in the person's best interests. DoLS authorisations were in place for all three people.

People’s care needs had been assessed prior to them coming to the home and staff were knowledgeable regarding these needs. The service provided people with person-centred care and support that met their individual needs and choices.

Staff supported people to participate in various activities within the home and in the community. They were encouraged to be as independent as possible and also engaged in household chores.

There was a complaints procedure and people’s relatives knew who to complain to. Complaints recorded had been promptly responded to.

The service was well managed. Morale among staff was good. Relatives told us that management listened to them. Management monitored the quality of the services provided via regular audits and checks. The results of satisfaction surveys indicated that the representatives of people were mostly satisfied with the care and services provided. Two recent suggestions made by relatives had not been responded to. The registered manager stated that he would respond to them.

Rating at last inspection: The service had been inspected on 18 and 21 October 2016 and rated as Good.

Why we inspected: This was a scheduled planned comprehensive inspection.

Follow up: We will continue to monitor the service through the information we receive.

For more details, please see the full report which is on the CQC website at www.cqc.org.uk

Abilities Short Breaks - Preston Road provides flexible overnight stays for people with learning disabilities. The Local Authority agrees a package of care with families where people are allocated a set number of nights for a year or a set number of nights per month. The families booked for short break services according to their needs. At the time of this inspection, twelve people were using the service at different times. The service has the capacity to provide accommodation for up to three people at any given time.

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 and associated Regulations about how the service is run.

The service was not always safe. A health and safety inspection of the premises that was carried out in September 2016 had identified some shortfalls regarding health and safety checks. At this inspection we saw the service had taken appropriate actions to ensure people were kept safe and protected from foreseeable risks. Therefore it was too early for the registered provider to demonstrate the service was safe. To do so, the service must demonstrate a consistent track record of improvements. We will keep the service under review to check if the noted improvements are sustained.

There were procedures in place for monitoring and managing risks to people. When there were changes in the level of risk, the risk management strategies changed to reflect this. There were appropriate procedures in place to help ensure people were protected from all forms of abuse. Staff had received training on how to identify abuse and understood procedures for safeguarding people.

People were protected from the risks associated with the recruitment of new staff. The service followed safe recruitment practices. People were safe because staffing levels were assessed and monitored to ensure they were sufficient to meet people's identified needs at all times.

Throughout this inspection we saw good examples of person-centred care. The care needs of people had been fully assessed and documented before they started receiving care. Staff were supported to carry out assessments to identify people's support needs and care plans were developed outlining how these needs were to be met.

People were supported to maintain good health. They had access to a wide range of appropriate healthcare services that monitored their health and provided people with appropriate support, treatment and specialist advice when needed. People were supported and encouraged to choose what they wanted to eat and drink.

Staff understood how to support people with dignity. Staff spoke with people in a respectful way, giving people time to understand and respond.

All staff had attended training on the requirements of the Mental Capacity Act 2005 within the last 12 months. Staff were knowledgeable and were aware of their obligations with respect to people's choices and consent. Records showed clear decision-making processes, mental capacity assessments and best interests meetings.

There was a quality assurance system in place. The registered manager and staff team were proactive in seeking out ways to improve.