Wood Dene and Ross Dene is a registered service that provides support for up to 16 people living with a learning disability. The home has accommodation over two buildings located in the same grounds. At the time of our inspection there were 14 people using the service.

At the last inspection, the service was rated Good. At this inspection we found the service remained Good.

People received personalised support, if and when they needed this, . Risks were minimised and managed whilst maintaining people’s independence in and out of the home. Staff received training and support which helped them be effective in their roles. People had choice and control of their own lives. The service provider’s policies and systems were up to date and effective. We observed a very relaxed atmosphere throughout the home. The registered manager ensured the quality of the service was monitored, and improvements were made when required. 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 supported this practice.

Further information is in the detailed findings below.

The inspection of Wood Dene took place on 14 April 2015 and was unannounced. This was the first inspection for this service under Section 60 of the Health and Social Care Act 2008.

The service consists of two separate houses, Wood Dene and Ross Dene, both located in the same grounds. The home provides care and support for a maximum of 16 adults with residential needs including people who are living with a learning disability and autism.

The service had a registered manager in place. 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 a legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

People were safe. Staff had received training in safeguarding vulnerable adults and were aware of their responsibilities. We saw evidence the premises and equipment were maintained by competent people and one of the houses had recently undergone a programme of refurbishment. Part of this programme included the provision of en-suite facilities for people. People’s individual bedrooms were personalised and contained items which were reflective of their pastimes.

When we looked at how staff managed people’s medicines, we found practices were safe and medicine was only administered by staff who were trained to do so.

Staff told us they received regular supervision with their manager and we saw evidence staff received training in a variety of topics. The service had a system in place to ensure new staff received induction and support.

The registered manager and the staff we spoke with understood their responsibilities under the Deprivation of Liberty Safeguards (DoLS) and Mental Capacity Act (MCA) 2005.

Meals were planned around the likes and preferences of the people who lived at the service.

People participated in a range of activities which were therapeutic and reflective of their interests. Staff spoke to us about how they supported people to develop social and life skills. People’s care and support plans were individualised and had realistic timeframes for learning and developing new skills.

Where appropriate, people’s behaviour management plans provided staff with information and guidance to enable them to provide appropriate support to people. We saw entries in peoples records which evidenced these plans had been followed when required.

Staff and relatives told us they felt the service was well led. The registered manager told us how the service had received external recognition of its work by the National Autism Society. Regular meetings were held with staff and the home had a number of staff who were nominated ‘champions’ to promote good practice within the home.

We saw evidence of regular audits to assess and monitor the service provided to people and action plans were developed where any areas for improvement were identified. A quarterly audit completed by the registered manager was also audited by a senior manager to ensure that identified issues had been addressed.