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Inspection Summary

Overall summary & rating


Updated 16 January 2019

This inspection took place on 15 October and 2 November 2018. We gave short notice as this service is for four younger adults and we needed to be sure people would be available. People living at this service have autism and may therefore require some support to understand why we were visiting and time to process this information prior to our visit.

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

Grindon accommodates four people in one adapted building. Three people live in the main house and one person lived in an attached flat below the main house. People living at this service have autism, learning disabilities and also a hearing loss so they communicate using signing. Staff working at the service were all able to communicate using British sign language.

The care service has been developed and designed in line with the values that underpin the Registering the Right Support and other best practice guidance. These values include choice, promotion of independence and inclusion. People with learning disabilities and autism using the service can live as ordinary a life as any citizen.” Registering the Right Support CQC policy

The service had a registered manager who was registered to manage this service and another one locally for four people. 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.

At the last inspection completed in April 2016 we rated the service as overall good with outstanding in the key area of caring. At this inspection we found caring continued to be an area which staff and the organisation excelled at. We also found the service was outstanding in the key area of well-led. This meant their overall rating had improved to outstanding.

People were being supported by staff who were highly skilled, sensitive to their needs and who worked in a truly person-centred way. Each person was afforded opportunities to continue their interests and hobbies, but also to stretch themselves and try new things. This was inspirational as sometimes people with autism struggle to try new things or go to new places. With careful planning and skilled support, people were accessing community facilities and trying activities such as surfing, holidays and shopping for their own groceries.

The management team were inclusive and forward thinking. They ensured staff understood the core values and ethos of the service which was to provide young people with a safe homely environment and enable them to develop and enhance their skills. The service provided innovative training and support to enable them to provide the care in a way which respected people as individuals and celebrated their diversity.

Training was seen as key to ensuring staff were skilled and able to work effectively with people with complex needs. Staff had support, supervision and felt valued for their role. Staff confirmed the management approach was open and inclusive. Their ideas and suggestions were listened to and they believed good teamwork was at the heart of being successful in helping the young people who lived at the service.

The management team had developed tools and audits to help the service continually improve. This included seeking and acting on the views of people and stakeholders.

The ethos and culture of the service was to promote people’s individuality and provide a safe and supportive environment from which people could develop their skills and learning. The management team and staff group understood and worked in a way which showed they truly believed in ensuring

Inspection areas



Updated 16 January 2019

The service was safe.

Medicines were safely managed.

People were kept safe because recruitment procedures were robust and staff understood what to do if they had concern around abuse.

The service was staffed at an appropriate level to safely meet people's needs.

The premises and equipment were maintained to keep people safe.



Updated 16 January 2019

The service was effective.

Staff were skilled, trained and well supported to provide effective care to people.

The environment was clean, well maintained and homely.

Staff understood their responsibilities in relation to the Mental Capacity Act (MCA) (2005) and Deprivation of Liberty Safeguards (DoLS). Appropriate applications had been made to the DoLS team and best interest decisions were being made where people lacked capacity.

People were supported to maintain their health and wellbeing and their nutritional needs were well met.



Updated 16 January 2019

The service was very caring.

Staff went above and beyond to ensure people had the right support to foster and develop relationships and live the lives they wanted to.

Staff understood the importance of ensuring good communication and all staff had achieved qualifications in British Sign Language, often doing this in their own time and attaining a high standard.

People were treated with compassion, kindness and respect. Their privacy and human rights were upheld at all times.



Updated 16 January 2019

The service was responsive.

Care plans contained information to help staff support people in a person-centred way and care was delivered in a way that best suited the individual.

Staff were committed to ensuring people�s wishes and preferred routines were upheld, but also there were opportunities to try new things.

There were regular opportunities for people and those that mattered to them, to raise issues, concerns and compliments.



Updated 16 January 2019

The service was exceptionally well led.

The management team established a strong, open and visible culture within the service. They led by example and staff responded by providing high quality care to the people.

Staff and healthcare professionals spoke really positively about the management team and how they were developing the service and including them.

The management and staff teams continuously sought to improve and develop the service. They had effective quality assurance systems in place to review and assess the quality of service and monitor how it was run, which included independent monthly reviews from an advocate.

The views of people using the service, relatives and staff were at the core of quality monitoring and assurance arrangements.