Bowden-Derra Park

Updated 22 February 2022

We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2008.

As part of CQC’s response to care homes with outbreaks of COVID-19, we are conducting reviews to ensure that the Infection Prevention and Control (IPC) practice is safe and that services are compliant with IPC measures. This was a targeted inspection looking at the IPC practices the provider has in place. We also asked the provider about any staffing pressures the service was experiencing and whether this was having an impact on the service.

This inspection took place on 27 January 2022 and was announced. We gave the service one days notice of the inspection.

Updated 22 February 2022

We carried out an announced comprehensive inspection of this service on 4 September 2018. We did not identify any concerns at that time and the service was rated ‘Good’. After that inspection we received concerns in relation to staff culture, staff deployment, people’s safety, whether or not people were valued and respected and the management of the service. As a result, we undertook a focused inspection on 24 November 2018 to look into those concerns. This report only covers our findings in relation to those topics. You can read the report from our last comprehensive inspection, by selecting the 'all reports' link for Bowden-Derra Park on our website at www.cqc.org.uk.

Bowden-Derra Park provides accommodation and care for a maximum of 46 adults, who may have mental health needs, learning disabilities and/or physical disabilities. On the day of the inspection 36 people were using the service. Bowden-Derra Park is made up of four separate houses which are part of a larger complex of residential accommodation. 21 people were living in the main house known as Bowden Derra House and one person was staying there on respite, nine people were living at Orchard House, four in Medrow House and one person in Meadowside. Bowden-Derra Park is owned by Bowden Derra Park Limited. Bowden Derra Park Limited also provides care in five other residential homes and one nursing home on the same site in Polyphant village, near Launceston.

People in care homes receive accommodation and nursing or personal care as a single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection

The service had a registered manager in post. 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.

Staff had received training for safeguarding and this was updated regularly. Accidents and incidents were reported and systems were in place so lessons could be learned following any untoward event. Staff were aware of identified risks to people’s safety and were clearly guided as to the action they should take to protect people from foreseeable harm.

There were normally sufficient staff available to meet people’s needs. On the day of the inspection Bowden-Derra House was short staffed due to unforeseen absences. Agency staff were frequently used and these were normally workers who were familiar with the service. Staff breaks were staggered to ensure there were always enough staff available to respond to any requests for support. Recruitment processes protected people from the risk of being supported by staff who were not suitable for the role.

Staff spoke of people fondly and with respect. They frequently engaged people in conversation and checked on their well-being. When people were distressed for any reason staff were patient and reassuring in their approach. Staff told us they worked well together and had shared value base which focused on meeting people’s needs. One commented; “We’re quite a solid bunch of people and there is a core team that helps each other out.”

There was a well-established management structure in place with clear lines of accountability and responsibility. Staff told us there was always a manager available for support including at weekends and in the evenings.

Audits were carried out over a range of areas. There were systems in place to gather the views of people who used the service and their families. Staff meetings enabled staff to voice their ideas and suggestions about how the service was organised.