• Care Home
  • Care home

Coastal Lodge

Overall: Good read more about inspection ratings

26 Knyveton Road, Bournemouth, Dorset, BH1 3QR (01202) 228530

Provided and run by:
Tricuro Ltd

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Background to this inspection

Updated 1 April 2021

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.

The service had been identified for use by the Local Authority as a designated care setting in response to the Winter Plan for people discharged from hospital with a positive Covid-19 status. We completed this inspection as we had received information to suggest infection prevention and control (IPC) processes around staff deployment across units were not robust. Furthermore, the provider had not informed CQC of these incidents when they had occurred.

This targeted inspection was to ensure that the service was compliant with infection control and prevention measures.

This inspection took place on 26 February 2021 and was announced.

Overall inspection

Good

Updated 1 April 2021

This comprehensive inspection took place on 18 and 19 June 2018. The first day was unannounced. This was our first inspection of the service since it registered with CQC after moving to the current premises. The service was previously known as Broadwaters and was located elsewhere in Bournemouth.

Coastal Lodge 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.

Coastal Lodge is purpose built. It specialises in providing short term rehabilitation and reablement to people, as a step down from hospital following an admission, or as a step up from the community with a view to forestalling a hospital admission. Health care professionals who worked for the local NHS community care trust were based on site, working closely with staff from day to day.

Coastal Lodge has four separate units, each with their own communal facilities such as dining areas. When we inspected, only two of these units were in use, accommodating up to 20 people out of a maximum 40. There were 19 or 20 people using the service during the inspection, as people were admitted and discharged over the two days.

The registered manager had left the service at the end of the week before the inspection and had yet to apply to cancel their registration. A deputy manager had been seconded to manage the service, and was receiving support from the operations manager responsible for the service. 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 treated people with kindness and compassion, respecting their privacy and dignity. They knew and respected the people they were supporting, and people felt valued by the staff.

People were protected from neglect and abuse. There were processes in place to ensure people did not experience discrimination in relation to their care and support.

The service and its staff had excellent links with health and social care professionals. They had found innovative and efficient ways to deliver joined-up care and support to people, and continued to look for ways in which this could be developed further.

People’s return home or move on to other services was planned from the start of their admission to Coastal Lodge. People were central to this process, care plans fully reflecting their individual circumstances and preferences. People were actively encouraged to express their views and be involved in decisions about their care and support.

People had personalised care that was responsive to their needs. Staff promoted people’s independence, which was central to their rehabilitation and reablement.

People got the support they needed to manage their health.

Medicines were managed safely and stored securely.

People were supported to eat and drink enough to obtain a balanced diet. People’s dietary needs were respected. Meals looked appetising and people spoke positively about the food.

Communication needs and sensory impairments were flagged in people’s care plans. People got the support they needed to communicate.

People were encouraged and supported to avoid social isolation, although staff respected their preferences to spend time alone.

People were supported to take part in activities that were enjoyable and meaningful to them, if they so wished.

Staff worked in line with the requirements of the Mental Capacity Act 2005. The manager understood the requirements of the Deprivation of Liberty Safeguards.

Risks were assessed and managed in the least restrictive way possible.

People were protected from the spread of infection.

There were sufficient staff on duty to keep people safe and provide the care they needed. Staff had the training and supervision they needed to perform their roles effectively.

Robust recruitment processes helped ensure that only suitable staff began working at the service. These included obtaining references and a Disclosure and Barring Service (DBS) check before candidates started working with people.

The premises were well maintained, clean and smelt fresh throughout.

The decoration and adaptation of the premises met people’s individual needs. Decoration was fresh and bright, contributing to a homely atmosphere.

The service had a positive, open, inclusive, person-centred culture. It encouraged open communication with people, their family and friends, staff and other stakeholders. Staff were supported to question practice and raise concerns if necessary.

The service provided clear information for people about how to make a complaint.

Lessons were learned and improvements made when things went wrong.

Managers were aware of what the service was like from day to day.

The provider had quality assurance processes were in place to monitor and improve the quality of the service. These included audits, and feedback forms when people left the service.

The service sought to develop links with stakeholders and the local community. A recent garden party had provided an opportunity for people, their friends and families, past users of the service and other professionals to meet each other and the senior staff team.