Two care homes rated outstanding in first review

Two care homes have been rated as outstanding in their first inspections by the Care Quality Commission (CQC).

Pear Tree House and The Gardens in Wolverhampton, both run by Aston Transitional Care, look after adults with learning disabilities, autism or mental health needs. Each is registered to support one person.

Following inspections in February, both facilities were rated outstanding for how effective, caring, responsive and well-led they are.

"We found both homes provided exceptional, person-centred care in line with the right support, right care, right culture guidance, so people felt truly valued and were supported effectively," said Amanda Lyndon, CQC's deputy director of adult social care for the West Midlands.

During their visit to Pear Tree House, inspectors found careworkers promoted the independence of residents and supported them to make their own choices.

Staff and managers "proactively identified and actioned changes to people's care and sought advice from health professionals when needed" to make sure care was tailored to individual needs, the CQC said.

At The Gardens, officers found the home was decorated to make the space personal and meaningful.

Inspectors also found evidence that staff worked longer days to support residents after they realised the turnover of staff, due to shorter shift patterns, had a negative impact on the service user's emotions.

Lyndon said: "Staff were proud to use innovative ways to familiarise people with the services before they moved in due to the risks associated with the transition. Staff developed a video of the new home which people could watch, using a trusted person in their life to record a voice over for the video which offered reassurances and a calm association with their new environment.

"People's outcomes were exceptional. This included a reduction in the use of medication they were taking, physical interventions, and periods of emotional distress. This enabled them to do more daily activities which had been incorporated into routines, such as emptying the dishwasher and bed making.

"From our observations, it was clear that people shared trusted, meaningful relationships with staff and interacted well with them."

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