128 Beech Hill

Updated 31 March 2021

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 the preparedness of care homes in relation to infection prevention and control. This was a targeted inspection looking at the infection control and prevention measures the provider has in place.

This inspection took place on 19 March 2021 and was announced.

Updated 31 March 2021

Disabilities Trust 128 Beech Hill is a service registered to accommodate up to four people who require support with personal care. They specialise in providing support to younger adults with autism and a learning disability. On the day of the inspection there were four people using the service who required minimal support with personal care. The accommodation is provided in a semi-detached house located in a modern housing estate in Hay wards Heath near to local shops and bus routes. There is one bedroom on the ground floor with the other three located on the first floor which is accessed by a flight of stairs. There is a secure rear garden and off road parking to the front of the property.

This inspection took place on the 15th May 2017 and was announced. This was because the service is a small service and we needed to make sure people would be in when we arrived. It was also so that the provider had time to arrange for sufficient numbers of staff to be deployed on the day to facilitate the inspection without disrupting people's daily routines.

At the last inspection on 5 May 2015 the service was rated Good.

The service has a registered manager. 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 2008 and associated Regulations about how the service is run.

The service had an extremely positive culture that was exceptionally person-centred, open, inclusive and empowering. Staff went the extra mile to share information with people and provide explanations in a way that empowered them to make informed decisions and become more independent. One person told us “I make my own choices, I decide what I do”. There was a strong emphasis on team work and communication sharing. The registered manager and staff had a ‘can do’ attitude and were solution focussed. One relative told us “Staff are brilliant, they have good ideas, useful one’s, they have a lot of empathy and get things done. I’ve no concerns”.

The service was exceptionally well led. Staff were enthusiastic and happy in their work. They felt supported within their roles and held the management team in high regard, describing a management approach, where managers were always available to discuss suggestions and address problems or concerns. A social care professional told us “It’s very, very well organised. They are excellent and go beyond what they’re supposed to do”. A staff member told us “I love working here. I’ve learnt a lot and developed my career. (Line manager’s name) is very approachable the management is good”.

Staff had a common aim and purpose to achieve positive outcomes for people. They excelled at providing consistency which had a positive impact on people’s wellbeing, reduced their anxiety levels and provided stability. A relative told us “Consistency is the key and they do that well”. A staff member told us “We work well as a team, it works like clockwork. We provide consistent support; this is a very settled house”. Another staff member commented “I love it here, really good continuity of care and a rewarding job and great support”.

People mattered and the care was exceptionally personalised. Each person had a trusted member of staff, known as a keyworker, who took a lead role in each person's care and wellbeing. They continuously looked for ways to ensure people had positive experiences and led fulfilling lives. Staff knew about people's lives, their interests and talents and encouraged them to become more independent and try new things.

Information was shared and explanations given to people to help them form their own opinions and make their own choices and decisions. People were fully involved in every aspect of the day to day running of the service from cooking and cleaning to decorating and completing safety checks.

The management team were approachable and flexible and embraced staff ideas and suggestions. Relatives and staff told us they were happy to raise any concerns and that management and staff worked well together.

People and their relatives were involved in the planning and reviewing of their care and discussed and shaped the activities they wished to take part in. One person told us “I make my own choices, I decide”. People were supported to take part in a wide range of activities that were meaningful to them and which they enjoyed. A relative told us “It’s great they’ve got (person’s name) making things, it’s an excellent achievement”. People had been supported to create scrap books to document their achievements, holidays and trips out.

The staff we spoke with were aware of their role in safeguarding people from abuse and neglect and had received appropriate training. We saw risk assessments had been devised to help minimise and monitor risk, while encouraging people to be as independent as possible. Staff were very aware of the particular risks associated with each person’s individual needs and behaviour.

Medicines were managed safely and in accordance with current regulations and guidance. There were systems in place to ensure that medicines had been stored, administered, audited and reviewed appropriately.

Recruitment practices were robust and new staff received and induction to the service which included shadowing experienced staff before working unsupervised. Staff received the training and support they needed to undertake their role.

The registered manager was aware of their legal responsibilities and kept up to date with good practice. They had formed links with the local community such as schools and colleges where they had given presentations to raise awareness of supporting people with autism. Accident and incidents had been recorded and monitored to identify trends and themes. Records had been audited and were gaps had been identified action had been taken to rectify this.