Archived: Durlston Lodge

Updated 21 October 2017

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.

This inspection was unannounced on 30 August 2017 and continued on 25 September 2017. The inspection was carried out by one inspector and an expert by experience. An expert by experience is a person who has personal experience of using or caring for someone who uses this type of care service.

Due to their autism, people were not able to provide us with detailed feedback about their care and support. However, we interacted with people with the support from staff and used the Short Observational Framework for Inspection (SOFI). SOFI is a way of observing care to help us understand the experience of people who could not talk with us. We also spoke with the area manager, the acting manager and eight members of staff. We looked at people's care records and documentation in relation to the management of the service. This included staff training, recruitment records and quality auditing processes.

Before our inspection, we looked at notifications we had received. Services tell us about important events relating to the care they provide using a notification. In addition, we looked at the Provider Information Return (PIR). This 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. The PIR was returned on time and completed in full.

Updated 21 October 2017

We carried out this inspection over two days on 30 August and 25 September 2017. The first day of the inspection was unannounced.

Durlston Lodge provides accommodation and personal care to up to six people with autism. At the time of the inspection, there were six people using the service.

Durlston Lodge was previously registered with Durlston House, another service run by the organisation. In August 2016, the services were registered separately, in their own right. This was the first inspection of Durlston Lodge, following the changes in registration.

There was a registered manager in post. However, at the time of the inspection, the registered manager was on maternity leave. 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. In the absence of the registered manager, the acting manager and area manager were available throughout the inspection.

People were supported by staff who knew them well. There was a clear emphasis on promoting independence, empowering people and supporting them to take part in external activities of their choice. There was a strong ethos of person centred care, which was adopted throughout the staff team. People’s rights to areas such as privacy and dignity were promoted. Staff spoke to people with respect and in a way which met their individual needs. There were many good interactions that demonstrated positive relationships had been developed. Staff used individual communication techniques to help people process information. Life stories had been developed and each person had a comprehensive support plan in place. Staff created a relaxed atmosphere and were responsive to people’s needs. People were able to choose what they wanted to eat and enjoyed what they were eating. Medicines were safely managed.

There were sufficient numbers of staff to support people. People either had one to one staff support or two staff to support them throughout the day. All new staff undertook a comprehensive induction before working with people. Staff were well supported and received a range of training to help them to do their job effectively. Staff were clear of their responsibilities to identify and report any potential abuse or poor practice. They were confident any concerns would be properly addressed.

Clear systems were in place regarding the management of the home. In the absence of the registered manager, an acting manager had been appointed. They had received a period of induction from the area manager, to ensure they had the knowledge and skills to fulfil their role.

There were safe recruitment practices and a range of auditing processes, to ensure quality and safety. Accidents and incidents were analysed to identify possible triggers or trends. A clear management structure enabled advice and support to be given at any time. An open and honest approach was encouraged and there was a strong emphasis on reflection and learning. Complaints were seen as a way to improve the service.