The Wilf Ward Family Trust Domiciliary Care Ryedale and Whitby

Updated 12 September 2018

We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This 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.

Inspection site activity started on 28 June and ended on 5 July 2018. The inspection was announced. The provider was given 48 hours’ notice because the location provides a supported living service and we needed to be sure someone would be available at the office location. Both days of inspection were carried out by one inspector.

As part of planning our inspection, we contacted Healthwatch and local authority safeguarding and quality performance teams to obtain their views about the service. Healthwatch is an independent consumer group, which gathers and represents the views of the public about health and social care services in England. We reviewed information we held about the service, including the notifications we had received from the provider. Notifications are changes, events or incidents the provider is legally obliged to tell us about within required timescales.

The provider sent us their Provider Information Return. This is information we require providers to send us at least once annually to give some key information about the service, what the service does well and improvements they plan to make. We used this information to help plan for the inspection.

During the inspection, we visited the registered location and three supported living services. We reviewed a range of records. These included three people's care records containing care planning documentation, daily records and medicine records. We looked at three staff files relating to their recruitment, supervision, appraisal and training. We reviewed records relating to the management of the service and a wide variety of policies and procedures.

During the inspection we spoke with five people who used the service and two relatives to gain their views on the service provided. We were unable to speak with some people who used the service due to their communication needs. However, we used the Short Observational Framework for Inspection (SOFI) to observe staffs’ interactions with people. We also spoke with six members of staff including the registered manager and three healthcare professionals.

Updated 12 September 2018

Wilf Ward Family Trust Domiciliary Care Ryedale and Whitby is a domiciliary care agency. This service provides care and support to people living in ‘supported living’ settings, so that they can live in their own home as independently as possible. People’s care and housing are provided under separate contractual agreements. CQC does not regulate premises used for supported living; this inspection looked at people’s personal care and support.

Inspection site visit activity started on 28 June and ended on 5 July 2018. At the time of our inspection, there were 22 people using the service.

At our last inspection we rated the service good. At this inspection we found the registered manager and staff team had developed the service in a number of areas to achieve an outstanding rating.

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.

The service was extremely person centred and staff were proactive in ensuring people were supported to live fulfilled and meaningful lives.

There was a range of excellent social opportunities for people which truly incorporate people, relatives and the community. As a result, people had a sense of belonging and recognised positive improvements this approach had made to their lives.

Staff had an innovative approach to supporting people to access healthcare they needed. Potential barriers were discussed and overcome using unique methods that were suitable for the individual. Staff were passionate about ensuring all professionals understood people’s needs, abilities and the visions and values of The Wilf Ward Family Trust.

People had blossomed as individuals and as a result of staff’s positive approach to any situation, people had been able to develop their skills, seek employment in the local community and build friendships within the local area.

Potential barrier to communication were addressed. People, staff and the community had been encouraged to participate in a Makaton choir to allow people to learn and use Makaton whilst building positive relationships. Staff and management had researched, visited and completed assessments with charities to help people gain access to communication and mobility aids to considerably improve their quality of life.

Staff understood the importance of maximising the opportunities for people and had an above and beyond approach to supporting people to live truly fulfilling lives.

Staff understood the importance of ensuring that not only did they understand people’s individual needs in relation to protected characteristic, values and beliefs but that people were given the opportunity to also learn about this which was presented in a way they could understand.

Staff were passionate about the people they supported. They shared their knowledge with other professionals to ensure people were consulted, empowered, listened to and valued as individuals.

The service was exceptionally well-led by a registered manager who led by example and had embedded an open and honest culture. Staff were committed to working at the service as the management team valued and invested in them.

Quality assurance systems were robust and used regularly by the management team to continuously improve the service. The registered manager had a thorough system in place to ensure lessons learnt were thoroughly embedded. The registered manager promoted accountability for all staff.

Continuous improvement was driven by engagement with people using the service and staff. The registered manager was keen to learn from best practice used in the other providers locations to ensure people received the best possible support and outcomes.

Staff were highly motivated and offered care and support that was exceptionally compassionate and kind. Respect for privacy and dignity was at the heart of the service's culture and values.

The registered manager demonstrated clear visions and values and was passionate and committed to providing an excellent person-centred service for people and their relatives. These values were owned by staff who were equally enthusiastic about fulfilling their roles and responsibilities in a way that delivered the best possible outcomes for people.

Safe recruitment processes had been followed. People who used the service were actively involved in the selections and interviewing of potential new staff. Staff were able to describe the different types of abuse and action they would take if they suspected abuse was taking place. Risks to people had been appropriately managed and recorded. There was enough staff on duty to support people safely. Consistency of staff enabled people to build positive relationships.

A thorough induction process was in place which incorporated the providers visions and values. Staff had been provided with training to ensure they had the skills and knowledge to support people safely. Staff received regular support and guidance from the management team and were encouraged to continuously develop within their role.

People were encouraged and supported to follow a healthy balanced diet. Peoples choices were respected and although living with other people, each person was treated as an individual. Staff understood the importance of ensuring people received regular health checks. Staff worked in partnership with other professionals to ensure people received the best possible care and support.

Staff displayed empathy and worked with people and their relatives to understand how best to support them. Potential barriers to communication were addressed through staff's in depth understanding of people's unique communication styles which were detailed in people's care records.

Activities were offered as a result of consultation with people and their relatives about their interests. Whilst there was a variety of group activities available, people also had ample opportunities to participate in activities that were of particular interest to them.

A complaints policy and procedure was in place and available in formats people could understand. People were confident and complaints would be addressed appropriately.