Archived: The Huntercombe Centre - Redbourne

Updated 1 February 2018

We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. The inspection checked whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008, to look at the overall quality of the service, and to provide a rating for the service under the Care Act 2014.

The inspection took place on 14th December and was announced. We gave 24 hours’ notice of the inspection so people could be supported to participate in the inspection process.

The inspection was carried out by two Adult Social Care inspectors and an expert by experience, whose area of expertise was mental health and physical and sensory impairments. An expert by experiences is a person who has personal experience of using or caring for someone who uses this type of care service.

Prior to the inspection, we asked the provider to complete a Provider Information Return (PIR). This is a form that asks the provider to give some key information about the service, what the service does well and improvements they plan to make. We received the completed PIR within the timescale given.

During the inspection, we spoke with five people who used the service, the registered manager, the nurse on duty, the chef and three members of staff. During the inspection, telephone calls were made to five relatives and three health and social care professionals.

We looked at how the service used the Mental Capacity Act 2005 to ensure when people were assessed as lacking capacity to make their own decisions, best interest meetings were held in order to make important decisions on their behalf

A tour of the service was completed to check the general maintenance, cleanliness and infection prevention and control. We spent time observing the care delivered to people.

The care files for two people who used the service were reviewed and other important documentation relating to the people who used the service such as their Medication Administration Records (MARs).

We looked at a selection of documentation relating to the management and running of the service. These included five staff recruitment files, training records, staff rota’s, minutes of meetings with staff, accident and incident records, quality assurance audits and maintenance and equipment records.

Updated 1 February 2018

The Huntercombe Centre – Redbourne is a specialist service for men with a learning disability, mental health needs, behaviours that may challenge the service or others and complex needs. The service is registered to provide personal and nursing care to a maximum of 14 people.

Accommodation is provided in a large detached, two-storey building offering 14 single bedrooms with vanity units, four bathrooms and separate toilets, two communal lounges and a dining room. In addition, the service offers a training kitchen and adjoining lounge, a relaxation room and a social/education room with computer suite.

The service has extensive gardens with seating areas, a greenhouse and poly-tunnel, and off street parking. It is situated on a main road in a rural village, close to local amenities including a village shop and pub. The service has two vehicles for people’s use.

The service had a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission (CQC) to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements of the Health and Social Care Act 2008 and associated Regulations about how the service is run.

The service was last inspected on 6 October 2015 and was rated ‘Good’ overall. At this inspection we found the service remained ‘Good ‘overall and we judged the well–led domain to be ‘Outstanding’.

There was a strong person-centred culture apparent within the service with care tailored to meet the needs and aspirations of each individual. Positive risk taking was driven throughout the organisation. Staff balanced the potential benefits and risks and chose particular actions over others, in order to support people to lead fulfilling lives in as ordinary a way as possible. In delivering this consistent approach people were supported to try new things and make positive changes in their lives. The provider, the registered manager and the staff team all had an excellent understanding of positive risk management and supported people that had previously challenged services to reach their full potential.

An outstanding feature of the service was the time invested developing the service to accommodate the changing needs of the people who used the service, using innovative and flexible ways to move people forward. The registered manager demonstrated strong values and a desire to continue to learn about and implement best practice throughout the service.

We found personalised programmes and flexible staffing arrangements enabled people to learn to live fulfilled and meaningful lives. Staff knew people well and were skilled at ensuring they were safe whilst encouraging them to stretch their potential and achieve as much independence as possible. Care plans had been developed to provide guidance for staff to support in the positive management of behaviours that may challenge the service and others. This was based on least restrictive practice guidance to support people safely.

Robust systems were in place to protect people from the risk of harm or abuse. People who used the service were supported by staff who understood the importance of protecting them from harm. Staff had received training in how to identify abuse and report this to the appropriate authorities. Staff were recruited in a safe way and all checks were in place before they started work. The staff had received an induction and essential training at the beginning of their employment and we saw this had been followed by periodic refresher training to update their knowledge and skills. People were supported by sufficient numbers of staff.

The registered manager and staff team supported people to access health care professionals when needed and to have maximum choice and control over their lives. Staff supported them in the least restrictive way possible; in line with policies and systems in the service to support this practice.

The leadership, management and governance of the service were outstanding and assured the delivery of high quality, person-centred care which supported learning and innovation. The service developed and maintained strong links with external organisations and within the local community. The registered manager investigated and resolved complaints wherever possible to the complainant's satisfaction.

People who used the service, and those who had an interest in their welfare and wellbeing, were asked for their views about how the service was run and the care they received. Regular audits were carried out to ensure the service was safe and well-run.

Further information is in the detailed findings below.