The Corner House is a residential care home registered to provide accommodation for up to three people with a learning disability and complex behaviours and needs. The home does not provide nursing care. At the time of this inspection there were three people living at the home.

The property is a detached bungalow in a residential area of Worthing. It fits in with the local neighbourhood and is in keeping with the principle of supporting people to live ordinary lifestyles in their local community. Each person living at the home has a large bedroom of their own that includes ensuite bathing facilities.

At the last inspection on 3 November 2014, the service was rated good. At this inspection we found the service remained good.

The registered manager provided good leadership at the home. Quality monitoring checks ensured people received a consistently good service. Records were well organised and up to date. Appropriate checks of the building and maintenance systems had taken place to ensure health and safety was maintained. A clear process for handling complaints was in place. As at the previous inspection, the service continued to meet all relevant fundamental standards.

People were protected from the risk of abuse and supported to take risks in a safe way. Staff understood their roles in keeping people safe. There were enough staff to keep people safe and meet their needs. People were protected by the provider’s recruitment procedures as staff were carefully vetted before commencing employment.

People’s healthcare needs were monitored effectively and medicines were managed safely. Staff worked co-operatively with other professionals to provide the care people needed. People enjoyed the food provided and were consulted about the menu.

People received consistent care from staff who knew their needs well. Staff told us they enjoyed working at the home and felt supported by the registered manager. Staff had access to appropriate support, supervision and training. 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 at the home support this practice.

People had positive relationships with the staff that supported them. Staff treated people with respect and maintained their privacy and dignity. They also supported people in a way that promoted their independence.

People received care that reflected their individual needs and preferences. They had access to activities they enjoyed and were involved in their local community. People were encouraged to give their views about the service they received, were involved in planning their care and their views were acted upon.

Further information is in the detailed findings below.

The inspection took place on 4 November 2014 and was unannounced.

The Corner House registered with the Care Quality Commission in January 2014 to provide accommodation and care for up to three females with a learning disability and complex behaviours and needs. There were two people living at the service when we inspected, with a third person due to move in.

The service has a registered manager. 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.

People were safe because staff had been trained in safeguarding adults at risk procedures and knew how to recognise potential signs of abuse. Risks to people were managed appropriately and comprehensive assessments had been undertaken to mitigate risk. People understood how their risks had been identified and person-centred planning reflected this. Accidents and incidents had been recorded and dealt with appropriately. There were sufficient levels of staff in place to keep people safe and staff had been recruited in line with safe recruitment practices. Medicines were ordered, managed, recorded, administered and disposed of safely. Only staff who had been trained in this area were allowed to give out medicines.

Staff received training and were required to complete a Level 2 Diploma in Health and Social Care as a minimum standard. New staff completed an induction programme supported by a national training company. Staff received regular supervisions with their team leader and an annual appraisal. They had a good understanding of the requirements of the Mental Capacity Act 2005 (MCA) and put this into practice. Staff supported people to make decisions and make everyday choices. People had sufficient to eat and drink and they chose weekly menus. They helped with food shopping and in the preparation of their meals. People’s health care needs were met by a range of healthcare professionals and they were supported to maintain good health.

People were supported by staff who knew them well and genuine friendships had been formed. They were encouraged by staff to express their views and were actively involved in making decisions about their care. Care plans were comprehensive and written in a person-centred way that promoted people’s independence. Their privacy and dignity were respected and they were encouraged to maintain links with relatives and people that mattered to them. Care was delivered in a personalised way that was responsive to people’s needs. Detailed care records provided information for staff and personal communication passports were drawn up, which gave information about how to support people who could not communicate easily. Accessible communication systems were in place so that people could communicate effectively and in a way that suited them. People were supported to access activities in the community and to follow their interests. They knew how to make a complaint or who to talk to if they had any concerns.

Monthly meetings were organised between people and staff so that they could express their views on things that mattered to them, like activities and food choices. Staff had been asked for their opinions on the management of the service and training. They knew what was expected of them and had regular staff meetings to facilitate this. Knowledge and information was shared across the service and this enabled a joined-up and collaborative way of working. Relatives had been asked for their views of the service. Quality assurance systems were in place, although the service had not yet had sufficient time to develop and embed these systems, having opened early in 2014.