Archived: Cliddesden Road

The home is a large Victorian house with three floors, comprising seven large bedrooms with a bathroom on each floor. The staff office and spacious communal areas are situated on the ground floor, with a staff sleep in room on the top floor. This is a bedroom used by the night staff who sleep at the home overnight. There is a communal TV lounge, dining room and kitchen and a quiet sensory room on the first floor. To the rear of the house is a large garden and patio, together with a small enclosed courtyard to the side of the house, which currently houses a table tennis table.

The service had a registered manager in place. 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 in the Health and Social Care Act and associated Regulations about how the service is run. Since our last inspection the registered manager had also become the registered manager at another service within the provider’s care group. Two deputy managers had been appointed to support the registered manager.

People were protected from the risks of potential abuse by staff who knew what actions to take if they felt people were at risk. The registered manager and staff protected people from harm by identifying risks associated with their support and managing these effectively.

Staff underwent robust pre-selection checks to assure the provider they were suitable to support people with mental health needs. The registered manager ensured there were always sufficient numbers of staff with the necessary experience and skills to support people safely. People’s medicines were administered safely by staff who had completed safe management of medicines training and had their competency to do so assessed.

Staff had the appropriate knowledge, skills and experience to carry out their roles and support people effectively. Staff had completed the provider’s induction programme and completed their required training. The management team completed six weekly supervisions, annual appraisals and held regular staff meetings. Staff received effective supervision, appraisal and support to carry out their roles and responsibilities.

People were supported by staff who understood the principles in relation to the Mental Capacity Act (2005) and Deprivation of Liberty Safeguards. Consent to people’s care was always obtained in line with legislation and guidance and staff enabled and supported people to make their own decisions.

People were supported to have enough to eat and drink and to maintain a healthy, balanced diet.

Staff were alert and responsive to changes in people’s needs and ensured people accessed health care services promptly when required. People were supported to maintain their mental health and well-being.

People consistently valued their relationships with the staff team and felt that they often went ‘the extra mile’ for them. Staff were highly motivated and inspired to offer care that was kind and compassionate and were determined and creative in overcoming any obstacles to achieving this. The project had a strong, visible person centred culture and was exceptional at helping people to express their views so they understand things from their points of view. Staff were exceptional in enabling people to become and remain independent and had an in-depth appreciation of people’s individual needs around privacy and dignity.

People received personalised care that was tailored to meet their individual needs. Staff responded effectively to meet people’s changing health needs. Staff promoted people’s confidence and independence to empower them to live their lives as they wanted. There were processes in place to seek feedback from people, relatives and supporting health and social care professionals about the quality of the service. Complaints were managed in accordance with the provider’s policy.

The registered manager and management team had developed an open, positive culture within the project, which was person centred, inclusive and empowering. Staff demonstrated a well- developed understanding of equality, diversity and human rights in the day to day support they provided for people. The registered manager and deputy managers demonstrated good management and leadership. Staff demonstrated a clear understanding about their roles and responsibilities and how they related to other stakeholders. Quality assurance systems were in place to monitor the quality of service being delivered, which were effectively operated by the management team. The registered manager consistently recognised, encouraged and implemented innovative ideas and strategies to drive a good quality service.

People we spoke with told us that they were involved in planning their care and support. Care plans we reviewed contained up to date information on what people wanted to gain from their stay at Cliddesden Road.

The home liaised where appropriate with other providers and agencies. Staff we spoke with explained how they worked alongside health professionals such as consultants and care managers to ensure that consistent care was given to people using the service.

We found that the provider had policies in place relating to the obtaining, storing, administering and disposal of medicines. Staff had been correctly trained before undertaking responsibility for administering medication.

Appropriate recruitment checks were carried out and recorded. New staff members completed an induction and attended core skills training. Staff we spoke with told us that they had been through an application and interview process before starting in their role.

We observed staff treating people with dignity and respect. We observed a staff member supporting someone who was unwell and asking what assistance they might need. They also checked if the person required medical attention. This was done in a sensitive and supportive manner ensuring the individual had choices about managing their own wellbeing. People were fully involved in planning their support and treatment and in making day to day decisions. All care plans had been signed by individuals to say they agreed with the content.

Staff received appropriate training and support. We spoke with two members of staff who told us that they felt supported by management and could raise any issues or concerns.

The provider had effective monitoring systems in place. People using the service had recently been asked for their feedback. People knew how to make a complaint and we saw that complaints that had been made were recorded and dealt with in a timely manner.