Ridgeway House 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. Ridgeway House provides accommodation with personal care for up to seven people with learning disabilities and autism. At the time of our inspection seven people were living in the home.

The care service has been developed and designed in line with 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.

There was a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission 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.

At the last inspection, in June 2016, the service was rated overall as good, and in each of the key questions: is the service safe, effective, caring, responsive and well-led.

We carried out a comprehensive inspection on 20 November 2018. At this inspection, we found further developments and improvements had been made following the last inspection. We rated the key questions: is the service responsive and well-led as outstanding. We rated the key questions: is the service safe, effective and caring as good.

The service overall, has improved to outstanding.

Sufficient numbers of staff were deployed at the time of our visit. Staff performance was monitored. Staff received supervision, training and support in a variety of ways to ensure they could meet people’s needs.

Medicines were safely managed and robust checks were in place to identify and take actions when shortfalls were identified.

Staff demonstrated an excellent understanding of safeguarding and whistle-blowing and knew how to report concerns.

People were helped to exercise support and control over their lives. People were supported to consent to care and make decisions. The principles of the Mental Capacity Act (MCA) 2005 had been followed.

Risk assessments and risk management plans were in place. Personal care was delivered in line with assessed needs and accurate monitoring records were maintained.

Incidents and accidents were recorded and showed that actions were taken to minimise the risk of recurrence.

People’s dietary requirements and preferences were recorded and people were provided with choices at mealtimes.

Staff were kind and caring. People were being treated with dignity and respect and people’s privacy was maintained.

Care was personalised, innovative, highly responsive and sensitive to individual needs.

A wide range of leisure and therapeutic activities were offered and provided people with stimulation, entertainment and engagement, in and out of the home.

Systems were in place for monitoring quality and safety. Where shortfalls or areas for further improvements were identified these were acted upon.

Relatives, health professionals and educational professionals involved with the home spoke highly of the management team and described the leadership as outstanding.

We undertook an unannounced inspection of Ridgeway House on 14 June 2016. The home was registered with the Commission in July 2014 and this was the home’s first inspection.

Ridgeway House provides personal care and accommodation for up to seven people. People at the home had a learning disability. At the time of our inspection there were seven people living at the home.

A registered manager was in post at the time of our inspection. A registered manager is a person who has registered with the Care Quality Commission 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 home is run.

The home ensured people were safe by having thorough recruitment and induction procedures of new staff. Staff received regular training and supervision to ensure they were effective in their role. Medicines were managed and administered safely by staff who were trained and competent. Regular audits of the medicines system and administration ensured people were kept safe.

The registered manager was aware of their responsibilities in regards to the Deprivation of Liberty Safeguards (DoLS). DoLS is a framework to approve the deprivation of liberty for a person when they lack the capacity to consent to care or treatment or need protecting from harm. The registered manager kept clear records of the steps taken in the DoLS process. Staff were aware of how the Mental Capacity Act 2005 was relevant to their role and applied the guiding principles through choice and enablement. When a person lacked the capacity to make a particular decision, it was not always recorded how this had been established. When a best interest decision was needed, this was fully documented with the involvement of family and health or social care professionals.

Staff were kind, caring and respectful with people. Staff interacted in a positive way with people. Staff knew people well and communicated in people’s preferred way. Mealtimes were a social and inclusive experience which people enjoyed. People were supported to be independent and risks were managed.

Care was person centred and delivered in people’s preferred way. The home engaged with people, staff, family and professionals to gain feedback. This information was analysed in depth to ensure responsive changes were made. People had a wide range of community and in house activities to engage with and people were also provided with social networks. Complaints were fully investigated and dealt with an open, effective and transparent way

Comments made from relatives and health professionals were positive and consistently good about the care and support provided by Ridgeway House and how the home was organised and managed. A range of systems were in place to enable the quality of the care and support to be monitored. Audits were comprehensive and followed through with actions to any areas identified. Regular meetings took place to ensure care was proactive and developed. Staff were encouraged to share ideas and be involved in the running of the home. There was a positive, happy culture at the home and staff felt valued and supported.