The Chestnuts provides accommodation, care and support for a maximum of 20 adults with learning disabilities, some of whom also have physical disabilities and/or sensory impairments. There were 18 people using the service at the time of our inspection.
The inspection took place on 6 July 2015 and was unannounced.
There was a registered manager was in post. 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.
People’s medicines were administered and recorded accurately. Risks to people had been assessed and control measures had been put in place to minimise these risks. There were plans in place to ensure that people’s care would not be interrupted in the event of an emergency.
People were kept safe as the provider had a robust recruitment procedure to help ensure only suitable staff were employed. Staff were aware of their responsibilities should they suspect abuse was taking place and knew how to report any concerns they had. The registered manager and staff understood their responsibilities in relation to the Mental Capacity Act 2005 (MCA) and the Deprivation of Liberty Safeguards (DoLS), which meant that people’s care was provided in the least restrictive way.
People were supported to stay healthy and to obtain treatment when they needed it. People’s nutritional needs were assessed and any dietary needs recorded in their care plans. People enjoyed the food provided by the service and were supported to eat a well-balanced diet.
The service provided accessible, safe accommodation. The premises were suitably designed for their purpose and adaptations and specialist equipment were in place where needed to meet people’s mobility needs.
Staff were kind and caring and knew people’s needs well. People had good relationships with the staff that supported them. Staff treated people with respect and promoted their independence. People received support in a manner that maintained their privacy and dignity.
People’s needs had been assessed before they moved into the service and kept under review, which meant that their care plans accurately reflected their needs and preferences about their care. Care plans were person-centred and reflected people’s individual needs, preferences and goals. They provided clear information for staff about how to provide care and support in the way the person preferred.
People were involved in decisions that affected them. Staff worked co-operatively with other people who could support the person in making decisions, such as relatives and healthcare professionals.
People had opportunities to go out regularly and to be involved in their local community. They had access to a range of activities and were supported to enjoy active social lives. People were supported to maintain relationships with their friends and families and to share in celebrations and events.
There was an open culture in which people, their relatives and staff were able to express their views and these were listened to. Staff told us that senior staff were approachable and available for support and advice. Staff met regularly as a team to discuss any changes in people’s needs, which ensured that they provided care in a consistent way.
The provider had implemented effective systems of quality monitoring, which meant that key aspects of the service were checked and audited regularly. Records relating to people’s care and to the safety of the premises were accurate, up to date and stored appropriately.