The inspection took place on 21 December 2015 and was announced. Due to its small size, the service was given a 48 hours’ notice of the inspection. We needed to make sure that the registered manager would be available and that people who use the service could be contacted in person. The service had last been inspected in November 2013. The service was meeting the regulations at that time.
Yewbank is one of eight separate residential care homes within Purley Park Trust Estate. Yewbank provides personal care and support for up to five people with learning disabilities and associated conditions, such as autistic spectrum disorders.
There was a registered manager in place. 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.
People told us they felt safe at Yewbank, and their relatives were also sure of their security. Staff knew the correct procedures to follow if they considered someone was at risk of harm or abuse. They had received appropriate safeguarding training and there were policies and procedures in place to follow in case of an allegation of abuse.
Medicines were stored and administered safely. Staff and people who used the service were aware of what medicines were to be taken and when. Risks were assessed and managed so that people could be supported to live their lives actively and safely.
People’s health and well-being were kept under review and staff liaised closely with health and social care professionals to ensure people received all the support they needed.
People were supported by a stable and very caring staff team who knew them well. The number of staff was sufficient to meet people’s various needs. People were supported to access the community and enjoy trips out and other activities when they wanted.
Procedures in relation to recruitment and retention of staff were robust and ensured only suitable people were employed in the service.
The staff team understood the Mental Capacity Act 2005 and were able to explain how people's capacity had been assessed and how they supported them in line with this. They were aware of the principles of the Deprivation of Liberty Safeguards and this had been applied within the home to protect people's human rights.
Care plans were informative and contained clear guidance for staff. They included information about people’s routines, personal histories, preferences and any situations which might excite their anxiety or stress. They clearly described how staff could support people in these circumstances.
People were encouraged to make decisions about their meals and they participated in menu planning. They were also supported to go shopping. We saw people were involved in and consulted about all aspects of their care and support. This included suggestions for activities and holidays.
People were provided with a range of activities which met their individual needs and interests. Individuals were also supported to maintain relationships with their relatives and friends.
People and those who were important to them knew how to raise concerns and make complaints. Complaints were recorded, investigated and the outcome was fed back to the complainant.
There was an open and inclusive atmosphere in the service; and the registered manager showed effective leadership. People at the service, their relatives and staff were provided with opportunities to make their wishes known and to have their voice heard. Staff spoke positively about how the registered manager worked with them and encouraged team working.
Quality assurance systems were in place, gathering people’s and their relatives’ views about the service. Regular audits were carried out to help ensure the service was running effectively and safely.