Vincent Place

Not everyone who used the service received personal care. CQC only inspects 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.

People had risk assessments in place, however these did not always give clear details about how to manage a risk and needed further development. People received their medicines when they needed them, however medicine records did not always reflect an accurate description of when medicines should be given. Staff received training to help ensure they were sufficiently skilled.

We expect health and social care providers to guarantee autistic people and people with a learning disability the choices, dignity, independence and good access to local communities that most people take for granted. Right Support, right care, right culture is the statutory guidance which supports CQC to make assessments and judgements about services providing support to people with a learning disability and/or autistic people.

The service was not able to demonstrate how they were meeting some of the underpinning principles of Right support, right care, right culture. Staff were led by what people wanted to do and encouraged people to make informed decisions, however, staff did not feel there had been a consistent leadership which caused the staff team to feel unsettled and not always listened. Staff felt this had started to improve and felt comfortable to speak to the manager. The manager did not have knowledge of the right support, right care, right culture guidance which meant staff were not knowledgeable in particular how to communicate in a respectful way.

People and relatives felt staff provided care that was safe, and systems were in place to report concerns. The staff team had been safely recruited. Systems were in place to report and respond to accidents and incidents.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

Due to management changes staff morale had been affected, however staff felt more supported by the manager. The manager had a good understanding of their responsibilities towards the people they supported and had passion in delivering person-centred care.

The manager had built positive relationships with professionals and was dedicated in making sure people got input from health professionals when needed. Professionals commented on the managers support and openness which had benefited the people they supported.