What the CQC found at Karibu Place

Risk assessments and behaviour support plans gave staff clear information about people's triggers and how to reduce risks. Incidents were reviewed and changes were made when needed.

“We found that details were of a good standard, with information provided on triggers, antecedents, proactive, active and reactive approaches.” from the report

Staff had a range of training, supervision and team learning. Agency staff received a comprehensive induction when they started.

“The training matrix indicated that staff were kept up to date with their knowledge, and that this was delivered using different mediums, from e-learning to face to face.” from the report

Care plans described people's preferred ways of communicating and how staff should support them to make choices. The home aimed to promote independence and use the least restrictive approach.

“Care plans clearly detailed how staff should support people to make choices, using their preferred methods of communication, including Makaton, pictorial images or signs and symbols.” from the report

Managers completed regular audits and followed up action plans. They investigated incidents and worked with families, social care and health professionals.

“These were completed monthly, and generated action plans, that were followed up on at the next audit.” from the report

One person went without a required medicine for more than seven days after a pharmacy dispensing error was not identified by staff. The report says this was a one-off incident, but the provider was asked to use best-practice medicine guidance.

“People were not always receiving their medicines as prescribed.” from the report

Inspectors found food residue and stains on walls and surfaces in some flats. They were concerned that cleaning checks were not being completed by the other agency supporting the home.

“We noted that some were dirty, with residue of food smeared or thrown at the walls that had solidified.” from the report

Agency staff received positive behaviour support training at the start, but further physical intervention training was delayed until they had worked at the home for three months. Inspectors could not establish whether untrained staff might be involved in physical interventions.

“Whilst agency staff received a one-day course on positive behaviour support, they only received further training in physical interventions once they had consistently worked at the service for 3 months.” from the report

High staff turnover meant the home relied heavily on agency staff. This meant people did not always receive personalised care from a stable team who knew them well.

“People however did not always experience personalised care from a stable staff team who knew them well.” from the report