On 1 December 2017 we carried out an unannounced inspection to Catherine House. Catherine House is a supported living service for up to eight adults with a learning disability, such as autism. This service provides care and support to people living in a ‘supported living’ setting, so that they can live 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.This was the first inspection of Catherine House since it had registered with the Care Quality Commission (CQC) and on the day of our inspection, eight people were living in the service.

There was a registered manager in post. A registered manager is a person who has registered with 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 registered manager assisted us with our inspection.

People received responsive care by staff who knew them well. People’s support plans were comprehensive and contained guidance for staff. People’s needs were assessed before they moved in to Catherine House and robust transition plans were arranged to help ensure people moved in in the way they wished. Staff followed the requirements of the Mental Capacity Act 2005 and were able to demonstrate to us their understanding of it.

People were shown respect by staff and encouraged to make their own decisions and be independent. Staff were caring and kind and had good relationships with people. People were happy living in the home and we found the environment was clean, hygienic and homely.

People’s medicines were managed safely. Important information about people’s healthcare needs and medicines were recorded in their support plans. Staff worked alongside healthcare professionals to meet people’s health needs. Where any accidents or incidents occurred staff took appropriate action in response to them.

People were cared for by sufficient numbers of staff. We did not see people having to wait to receive care or support. Appropriate checks were carried out when recruiting staff to ensure that they were suitable for their roles. Staff were aware of their responsibilities in relation to keeping people safe. Both in respect of keeping people safe from harm because individual risks had been identified and also in respect of signs of abuse. People were comfortable with speaking with staff if they had any concerns.

There was a procedure in place to help ensure that people were kept safe in the event of an emergency. Regular checks were made on equipment and services within the home to check they were well maintained. Quality assurance audits were carried out to help ensure people received a good quality of care.

People were enabled to make their own decisions about the food they ate. People had access to activities that were meaningful to them and had the opportunity to socialise with friends in the local area. People’s individuality was recognised by staff and as such staff supported people in relation to their personal needs.

The registered manager created a positive culture and staff felt supported by her. Although there was a clear management structure in place it was evident that all staff worked together as a team. The registered manager was very hands on throughout the day. Staff received training appropriate to their roles. Staff had regular supervision and appraisals, together with team meetings in which they could discuss all aspects of the service.