Welmede Housing Association

The service is a subsidiary of the Avenues Group, a provider of support services for autistic people, people with learning disability, and acquired brain injury, across London, Kent, Surrey, Sussex, Essex, Suffolk, Cambridgeshire, Shropshire and Hampshire.

CQC only inspects services where people receive personal care. This is help with tasks related to personal hygiene and eating. Where they do, we also consider any wider social care provided. The service supported 136 people at the time of our inspection, 105 of whom received support with personal care.

The service was able to demonstrate how they were meeting the underpinning principles of Right support, right care, right culture.

Right Support Staff supported people to have the maximum possible choice, control and autonomy over their own lives. Staff focused on people's strengths and promoted what they could do, and supported people to enjoy fulfilling and meaningful lives. People were supported by staff to pursue their interests. Staff supported people to achieve their ambitions and aspirations.

Staff supported people to make decisions following best practice in decision-making. People were encouraged to be as independent as possible and to develop new skills. Staff communicated with people in ways that met their needs, including with people who had individual ways of communicating.

Staff supported people to play an active role in maintaining their own health and wellbeing. People were supported with their medicines in a way that promoted their independence and achieved the best possible health outcome.

Right care People received kind and compassionate care. Staff protected and respected people's privacy and dignity.

They understood and responded to their individual needs. Staff understood how to protect people from poor care and abuse. The service worked well with other agencies to do so. Staff had training on how to recognise and report abuse and they knew how to apply it.

The service had enough appropriately skilled staff to meet people's needs and keep them safe. The provider's recruitment procedures helped ensure only suitable staff were employed. People were able to choose how and when they used their support, which maximised choice and control over their lives.

People continued to received care that was led by people's needs and aspirations, was focused on their quality of life, and followed best practice. People could take part in activities and pursue interests that were tailored to them. The service continued to give people opportunities to try new activities that enhanced and enriched their lives.

Right culture People continued to lead inclusive and empowered lives because of the ethos, values, attitudes and behaviours of managers and staff. There was a real focus on supporting and enabling people to be involved in their local communities.

Staff valued people's individuality, protected their rights and enabled them to lead confident, empowered lives. People's views were listened to and acted upon. Staff turnover was low, which meant people received consistent care from staff who knew them well. Staff placed people's wishes, needs and rights at the heart of everything they did. The provider remained committed to involving people who used the service, their families and staff in developing and improving the service. People and those important to them were involved in planning their care. Staff felt valued for the work they did and remained well-supported in their roles. Risks of a closed culture were minimised and people continued to receive meaningful support based on transparency, respect and inclusivity.

The provider's governance arrangements remained extremely effective in keeping people safe and ensuring the care they received met their individual needs. People's quality of life was continuously being enhanced by the provider's culture of learning and improvement. Managers and staff continued to nurture effective relationships with other professionals to ensure people received high quality care and support.