Potensial Limited - 1 Newlands Drive

The following is CQC's published account of its assessment, published 14 August 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment:19 June to 29 June 2026. Potensial – Newland Drive provides accommodation for persons who require nursing or personal care to up to 13 people. It provides care to adults of all ages and people with learning disabilities or autistic spectrum disorder.

The service is separated into two separate sections. The newly refurbished section has created a more supportive environment for people developing life skills and preparing for greater independence.

The other section of the service is the ‘Home for life’ where people can choose to live permanently at the service. This area was in need of redecoration and refurbishment to ensure people had personalised bedrooms and more welcoming communal areas.

The service was assessed against the Right Support, Right Care, Right Culture framework to determine whether people with learning disabilities and autistic people were supported to live with dignity, respect, choice, independence and access to their local communities.

The service was managed by an experienced leader who promoted a positive, open and transparent culture. Staff consistently told us they felt well supported in their roles and were confident they could raise concerns at any time. There was a clear commitment to reducing restrictive practices, with leaders working alongside staff to identify any restrictions and ensure they were lawful, proportionate and kept under regular review.

Staff were recruited safely, and there were enough staff available to meet people’s needs and keep them safe. New staff completed an induction programme and received regular training and support, including training specific to supporting people with learning disabilities. Staff also worked closely with a range of healthcare professionals to ensure people’s health needs were effectively managed.

People were actively involved in planning and reviewing their care and support. A key worker system was in place, enabling designated staff members to develop meaningful relationships with individuals. This supported them to identify personal goals and helped them work towards achieving positive outcomes. Staff maintained effective communication with external professionals to ensure care was coordinated and responsive to people's changing needs.

People received their medicines as prescribed and staff competency assessments were in place for all methods of medicine administration. Care plans, risk assessments and guidance relating to health conditions were regularly updated to accurately reflect people’s current needs.

Governance and quality assurance systems were generally effective and had identified several areas requiring improvement. However, the provider’s own audits and checks had not identified and actioned all the issues found during the inspection. Although leaders were responsive and took swift action when concerns were highlighted, further strengthening of oversight and auditing processes was needed to ensure shortfalls were identified and addressed at the earliest opportunity.