Corner House Residential Care Home

Updated 30 November 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.

This comprehensive inspection took place on 11 and 16 October 2018 and was announced. We gave the service 24 hours’ notice of the inspection site visit. We gave this notice because, due to the size of the service, we wanted to be sure the registered manager would be available. We also wanted to cause minimal disruption to the people living at the home. The inspection was carried out by one inspector.

On this occasion, we had not asked the provider to send us a provider Information return (PIR). A PIR is a form that asks the provider to give some key information about the service. This includes what the service does well and improvements they plan to make. However, we offered the provider the opportunity to share information they felt was relevant and they did this after the inspection.

We reviewed other information we held about the home, which included notifications they had sent us. A notification is information about important events, which the provider is required to send us by law. We also contacted county council commissioners of adult social care services and Healthwatch and asked them for their views of the service provided.

During the inspection, we spoke with the four people living at the home and three relatives. We spoke with two members of the support staff, the deputy manager, the registered manager and area manager.

We looked at records relating to four people who used the service, as well as staff recruitment records. We looked at other information related to the running of and the quality of the service. This included quality assurance audits, training information for support staff, staff duty rotas, meeting minutes and arrangements for managing complaints.

After the inspection we contacted two health and social professionals and four other people including people from local businesses and asked for their opinions.

Updated 30 November 2018

We carried out an announced inspection of the service on 11 and 16 October 2018. Corner House Residential Care Home is a ‘care home’. People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection. This service supports people who have a learning disability.

Corner House accommodates up to 11 people in one building. During our inspection there were 11 people living at the home. This is the service’s second inspection under its current registration. The service was rated as ‘Good’ after the last inspection. This rating has now improved to ‘Outstanding’.

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 present during the inspection. 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.

Staff used innovative methods to support people with maintaining their own safety and the safety of others. The risks to people’s safety were continually assessed and reviewed without unnecessary restrictions placed on them. People were protected from avoidable harm by staff.

There was a flexible approach to staff deployment, with people’s needs and personal preferences always considered when staff rotas were formed. Innovative methods to include people in the recruitment process were in place. People’s medicines were managed safely and people lived in an environment that was clean and free from the risk of the spread of infection. There were clear processes in place to continually review accidents and incidents and to learn from mistakes.

People’s physical, mental health and social needs were assessed and met in line with current legislation and best practice guidelines. Staff were well trained and their practice was regularly assessed to aid development and improve the quality of support people received. People were encouraged to choose to do their own shopping, make healthy food and drink choices and to lead a healthy lifestyle. The registered manager had built effective relationships with external health and social care organisations and people’s health was regularly monitored. Extensive renovation work had been carried out at the home to improve people’s experience. The home was well maintained and suitable for the people living at the home. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service support this practice.

People were supported by staff who were kind, caring, empathetic and compassionate. The staff and the management team worked together to provide people with excellent support to lead fulfilling lives and to reach their potential. Innovative methods have been used to include people in the planning of their care and support. There was an excellent awareness of equality and diversity legislation. This was implemented effectively to ensure people were not discriminated against. People were supported to make decisions about their lives and these were always acted on by staff. People and staff had formed meaningful and respectful relationships and people were always treated with dignity and respect. Independent advocates had previously been used to support people with making decisions. People’s diverse needs were considered when care and support was planned for them. There were no restrictions on people’s friends or relatives visiting them. People’s records were handled appropriately and in line with the data protection legislation.

People’s support plans were person centred and focused on providing high quality outcomes for people, in line with their personal preferences. People were supported to lead active lives and they took part in meaningful activities that encouraged them to meet people from within their local community. Establishing and maintaining strong community links was fundamental to the approach of all staff. High quality transition arrangements were in place to support people when moving back to the home following extensive renovation work. There was a sensitive approach to supporting people with planning for their end of the life. People were informed of all options open to them and innovative methods were used to educate and inform people. No formal complaints had been received, but processes were in place to ensure they would be responded to in line with the provider’s complaints policy.

Corner House is led by an exceptional registered manager who has the well-being of all people at heart. They strive to provide people with the highest possible outcomes. People thrive at Corner House. Learning disabilities are not seen as barriers, but just another obstacle to overcome to aid people’s development. Ensuring people felt included and accepted by their local community was a fundamental aim of the provider. Staff enjoy working at Corner House and they felt able to build a career there. Several internal staff promotions have resulted in staff feeling valued and high staff retention. Robust and high-quality auditing processes were in place, with all decisions made reviewed to ensure action has been taken. Innovative methods were used to ensure that people felt able to give their views about how the service could be developed and improved. High quality staff performance was rewarded, both internally and recognised through regional and national awards.