Archived: Hyde Lodge

Updated 10 June 2015

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, to look at the overall quality of the service, and to provide a rating for the service under the Care Act 2014.

This inspection took place on 14 May 2015 and was unannounced.

The inspection was undertaken by one inspector. Prior to the inspection we reviewed any information we held about the service including notifications. Notifications are information about important events which the provider is required to tell us about by law.

As part of our inspection, we observed care being provided in shared areas of the home, and contacted three relatives to ask for their views about the care provided. We spoke with the registered manager and four members of staff. We viewed the care plans for two people in the home and viewed other recording relating to people’s care such as Medicine Administration Record charts. We viewed documents relating to the running of the service such as quality and safety audits.

Updated 10 June 2015

The inspection took place on 14 May 2015 and was unannounced. This was the first inspection of the service since registration in June 2014.

The service provides care and accommodation for up to seven adults, aged 19-25 with learning disabilities. At the time of our inspection there were five people living in Hyde Lodge.

There was a registered manager 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.’

The service provided safe care for the people living in Hyde Lodge. High staffing levels were maintained in order to care for people safely and meet their needs. These staffing levels were maintained consistently and arrangements were in place to cover unplanned staff absence when required.

Clear information was available to staff to support them in caring for people in a safe way. This included risk assessments and clear support plans that showed any risks associated with people’s care had been considered and measures put in place to reduce the risks.

People received effective care that met their health needs. Relevant health care professionals were involved when appropriate and their advice followed. Staff were knowledgeable about people’s health needs and demonstrated they had the skills to manage them effectively.

Staff demonstrated good knowledge of the Mental Capacity Act 2005 and how this applied to people in the home. Clear records were kept of best interest decision making, when a person had been found to lack capacity to make the decision independently. Family members were involved and consulted when appropriate to do so.

Staff were kind and caring in their approach and the stable and consistent staff team meant that positive relationships had been built.

Staff treated people with dignity and respect and afforded people as much privacy as possible. We received positive comments from relatives who were very happy with the support provided at Hyde lodge.

Families had provided information about people when the service opened in order to develop their support plans. The registered manager told us a priority for the service in the future was to develop ways of involving the person further in their care review.

People had access to an advocacy service to ensure their views and wishes were fully considered and represented. An advocate visited the home on a regular basis.

Staff understood the needs and preferences of the people they supported. These were well described in their support plan. People had opportunity to take part in activities outside of the home such as horse riding and shopping. People were also encouraged to take part in daily activities such as meal preparation and cleaning.

The service was well led. There was an open and transparent culture within the staff team so that staff felt confident discussing and raising any issues of concern. There were systems in place to monitor the quality and safety of the service. The registered manager was proactive in taking steps to continually improve.