The inspection took place on 14 March 2018 and was unannounced. This was the service’s first inspection since the care provider changed in 2016. Turning Point – West Lane is a ‘care home’. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection.

Turning Point – West Lane accommodates 12 people in one adapted building. The building is split into two units, each accommodating six people. On the day of the inspection 12 people were living in the home.

The service was currently transitioning from a nursing home to a supported living model of care. This demonstrated the service was being developed and redesigned in line with the 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.

A registered manager was 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 legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

Overall, people were protected from abuse living in the home. Systems were in place in order for concerns to be raised and investigated to help keep people safe. We made a recommendation regarding the creation of personal spending plans to help ensure there was a clear evidence that spending decisions were made in people’s best interests.

Risks to people’s health and safety were assessed and clear and detailed care plans created to help ensure staff provided safe care. Staff were knowledgeable about the people they supported and how to keep them safe. Incidents and accidents were reported, investigated and lessons learnt to improve safety.

People received their medicines when they needed them and appropriate records were kept to demonstrate safe systems were in place.

The premises was clean and tidy and suitable for its intended purpose. The building was well maintained.

There were enough staff deployed to ensure people received timely support. Staff were recruited safely to help ensure they were of suitable character to work with vulnerable people. Staff received a range of training and support relevant to their role, caring for people with learning disabilities.

People’s nutritional needs were assessed and plans of care put in place to help ensure their needs were met. People had access to a range of food and drink in line with their preferences and needs.

The service was compliant with the Mental Capacity Act (MCA) and Deprivation of Liberty Safeguards (DoLS). Where people lacked capacity, the principals of the Mental Capacity Act (MCA) were followed and decisions were made in people’s best interests. The service involved people in decision making to the maximum extent possible.

The service worked with a range of health professionals to help ensure people’s healthcare needs were met. Technology was used by the service to help meet people’s needs.

Staff were kind and caring and treated people with a high level of dignity and respect. Staff knew people well and were dedicated in providing personalised care and support.

Staff used individual techniques to communicate with people. This included interpreting body language and using pictures to help people make choices.

People’s care needs were assessed and a range of clear and person centred care plans put in place. These were regularly reviewed to ensure people’s support goals were current and relevant.

People received a good range of activities which met their individual needs and preferences. People’s feedback about activities was re