Background to this inspection
Updated
8 March 2022
We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008.
As part of CQC’s response to the COVID-19 pandemic we are looking at how services manage infection control and visiting arrangements. This was a targeted inspection looking at the infection prevention and control measures the provider had in place. We also asked the provider about any staffing pressures the service was experiencing and whether this was having an impact on the service.
This inspection took place on 16 February and was announced. We gave the service 24 hours notice of the inspection.
Updated
8 March 2022
This inspection took place on 24 October 2018 and was announced. At the last inspection in October 2017, the service was rated as ‘requires improvement’ in all key questions. We found breaches in Regulations 9, 12 and 17 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014.
Following the last inspection, we asked the provider to complete an action plan to show what they would do and by when to improve the key questions of safe, effective, caring, responsive and well-led to at least good. At this inspection we found the required improvements had been made.
Whistley Dene is a ‘care home’. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection.
Whistley Dene provides accommodation and personal care for up to five people with a learning disability, some with complex needs. At the time of our inspection five people were living in the home. The service is run by the White Horse Care Trust, within Wiltshire and Swindon.
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.
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 2008 and associated Regulations about how the service is run.
People were safeguarded and staff knew how to recognise the signs of abuse and how to address any concerns they had. People had risks assessed which balanced their rights to freedom as well as keeping them safe.
People’s medicines were managed safely. The registered manager had signed up to a national initiative to reduce the over use of psychotropic medicines for people with learning disabilities.
Staff understood the principles of the Mental Capacity Act (2005) and how to apply its principles when supporting people. Staff were supported through regular one to one supervision and had access to regular training and personal development.
People’s needs were assessed and a multi-disciplinary support plan developed to meet those needs. The service was responsive to people’s changing needs and support plans were regularly reviewed.
The staff were very caring and treated people with respect and dignity. People were fully encouraged to be involved in their care and treatment and in making daily choices. The service was committed to promoting people’s independence.
There were quality assurance audits in place to monitor the service and improvements were continuously sought. People and their relatives were encouraged to give feedback to facilitate change. There was a clear ethos of promoting person centred values throughout the staff team.
The provider had introduced a new management structure which was well received by staff. This had improved accountability, leadership and support for people who used the service and for the staff team.