Beach Road

Updated 4 January 2018

We carried out this inspection under Section 60 of the Health and Social Care Act 2008 as part of our regulatory functions. This inspection checked 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.

The inspection was undertaken by one inspector on 1 November 2017 and was unannounced. This was followed up with phone calls to families and health and social care professionals.

Prior to the inspection we reviewed information we held about the service, and notifications we had received, the previous inspection report and Provider Information Return (PIR). A notification is information about specific events, which the service is required to send us by law. The PIR is a form that asks the provider to give some key information about the service, what the service does well and improvements they plan to make.

During the inspection we met and spoke with all five people who lived in the service, the registered manager and six members of staff. After our visit we spoke to three healthcare professional and four relatives.

We looked around the premises and observed how staff interacted with people. We looked at records which related to people’s individual care needs, records which related to the administration of medicines, four staff recruitment files and records associated with the management of the service including quality audits.

Updated 4 January 2018

This was Options Beach Road first inspection since registering after being taken over by a new company with the Care Quality Commission.

The inspection took place on 1 November 2017 and was unannounced. Options Beach Road provides care and accommodation for up to five people with learning disabilities who may challenge the service.

The service had a registered manager. 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.

We met and spoke to all five people during our visit. People were not all able to fully verbalise their views and used other methods of communication, for example pictures. Due to people’s needs we spent a short time observing people. A relative said; “[…] is very cared for their. They love him as much as we do.” Another relative said; “Very safe and well looked after.” Healthcare professionals commented that when they visited the person they oversaw they always looked happy and comfortable, particularly with their key worker.

Staff had completed safeguarding training and staff had a good knowledge of what constituted abuse and how to report any concerns. Staff knew what action to take to protect people against harm and were confident any incidents or allegations would be fully investigated.

People had either one to one staffing or two to one staffing when they went out of the service. Staff confirmed there were sufficient staff to meet these requirements. Staff had completed suitable training and had the right skills and knowledge to meet people’s needs. New staff completed an Induction programme when they started work and staff competency was assessed. Staff also completed the Care Certificate (A nationally recognised training course for staff new to care) if they did not have any formal care qualifications. Staff confirmed this training looked at and discussed the Equality and Diversity policy of the company. People were protected by safe recruitment procedures to help ensure staff were suitable to work with vulnerable people.

All significant events and incidences were document and analysed. Evaluation of incidents was used to help make improvements and keep people safe. Improvements helped to ensure positive progress was made in the delivery of care and support provided by the staff. Feedback to assess the quality of the service provided was sought from relatives, professionals and staff.

People’s risks were assessed, monitored and managed by staff to help ensure they remained safe. People’s safety was paramount. The registered manager and registered provider had an ethos of honesty and transparency. This reflected the requirements of the duty of candour. The duty of candour is a legal obligation to act in an open and transparent way in relation to care and treatment. The registered manager notified the Commission of significant events which had occurred in line with their legal obligations. For example, regarding safeguarding concerns, and injuries.

People lived in a service which had been designed and adapted to meet their needs. People lived in an environment that was clean and hygienic. The environment had been assessed to ensure it was safe and meet people’s needs. The service was monitored by the registered manager and provider to help ensure its ongoing quality and safety. The provider’s governance framework, helped monitor the management and leadership of the service, as well as the ongoing quality and safety of the care people were receiving.

People lived full and active lives and were supported to access a wide range of activities that reflected people’s interests and individual hobbies. People were given the choice of meals, snacks and drinks they enjoyed while maintaining a healthy diet. People had input as much as they were able to in preparing some meals and drinks. People who required assistance were supported in a respectful and dignified way.

People’s care and support was based on legislation and best practice guidelines, helping to ensure the best outcomes for people. People’s legal rights were up held and consent to care was sought.

People’s medicines were managed safely. Medicines were stored, given to people as prescribed and disposed of safely. Staff received appropriate training and understood the importance of safe administration and management of medicines. People were supported to maintain good health through regular access to external health and social care professionals, such as speech and language therapists. This helped to ensure people’s health and wellbeing was monitored.

People’s care records were detailed and personalised to meet individual needs. Staff understood people’s needs and responded when needed. People were not all able to be fully involved with their support plans, therefore family members or advocates supported staff to complete and review people’s support plans. People’s preferences were sought and respected.

People’s emotional and behavioural needs were recognised and met. People were treated with kindness and compassion by the staff who valued them. People were engaged in different activities during our visit and enjoyed the company of the staff. People were busy; however there was mostly a relaxed atmosphere within the service.

People’s family told us they were always made to feel welcome. People visited family, including in another county, with staff support. Families spoke very highly of the staff supporting their relatives.

People’s equality and diversity was respected and people were supported in the way they wanted to be. Care plans were person centred and held full details on how people’s needs were to be met, taking into account people preferences and wishes. Information held included peoples previous history, any cultural, religious and spiritual needs.

People had complex communication needs and these were individually assessed and met. Staff informed us how they changed their approach to help ensure each person received individualised personal support.

People’s end of life wishes were documented to help ensure staff understood people and families wishes if required.

People lived in a service where the registered manager’s values and vision were embedded into the service, staff and culture. Relatives, professionals and staff spoke very positively about the registered manager and the company. The registered manager was committed and passionate about the service, including the people and staff, and the company they worked for. Staff also spoke passionately about the people they cared for and the respect they held for people.

People benefited from a registered manager who worked with external agencies in an open and transparent way and there were positive relationships fostered. Professionals spoke highly of the two way working relationship they had with the registered manager. The registered manager kept their ongoing practice and learning up to date to help develop the team and drive improvement.