- Care home
Insight Teynham
Assessment report published 26 August 2026
Contents
Ratings
Our view of the service
We carried out this assessment between 13 July 2026 and 28 July. This service was previously rated as good. We carried out this assessment to confirm whether the rating of good remains accurate. This report does not provide detailed information on areas where we found practice continues to meet a good standard. Instead, our findings focus on any areas where the service needs to improve or where we found exceptional practice.
The service is a care home. There were 9 people using the service at the time of the inspection.This is a specialist service for autistic people and people with a learning disability. It provides support for people who may display distressed behaviours.People are accommodated in 3 separate homes on the same site. These are individual, or small group households that share a kitchen, lounge and dining area. This helps create a familiar home environment where staff can support people in a more personal and flexible way.
People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, this can be done through a procedure called the Deprivation of Liberty Safeguards (DoLS), which is part of the Mental Capacity Act 2005 (MCA). We checked whether the service was working within the principles of the MCA and how they managed DoLS within the service. We found that staff and management worked within the MCA. DoLS authorisations were appropriately applied for and overseen. People were not subject to unlawful or excessive restrictions they had choice, control and freedom over their lives.
We assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted.
There had been two significant changes in the service in the last year. There was a new registered manager and a new owner of the organisation. Staff told us these changes coming at a similar time had been challenging for them as new ways of working had been introduced. One staff told us, “It was a rocky start due to the change of manager and provider. It was a family home, but now there have been some changes. We are getting used to it”. A relative concurred, “The change in the management of the organisation has been a bit bumpy, but it has not affected my family member’s care.” Staff were also clear that these changes had not affected the care and support people received. Staff described a positive culture at the service whereby everyone worked together as a team to support people to lead busy and active lives. Comments from staff included, “Everyone pulls together” and “The team spirit is amazing.”
The new provider had made improvements to the governance and oversight of the service through the introduction of new recording systems. Staff told us this enabled them to get a better picture of what was happening in people’s daily lives. The management team said they could access important information more quickly which helped them to identify any patterns, trends or concerns. There was learning culture whereby incidents and accidents were used as opportunities to look at what had gone well and what could be improved. For example, when a medication error had taken place, an investigation took place to identify the root cause. Staff were involved in a debrief and discussions which identified better communication within the staff team could have prevented the error. This learning was shared with the staff team.
The practice of positive behavioural support (PBS) had been established throughout the service. Positive behavioural support is an evidence-based, nationally recognised model of care. It is seen as the best way of supporting people who display or are at risk of displaying distressed behaviours which may cause harm to themselves or others. A PBS practitioner with a Diploma in Positive Behaviour Support had oversight for the whole organisation and a staff member was PBS lead for the service. Staff were knowledgeable about the actions they should take to reduce the risk of distress and harm to people and others.
People’s health, wellbeing, distressed behaviours and participation in the community was reviewed every 6 months to effectively monitor if people were achieving quality of life. Based on this in-depth analysis changes were made to people’s care and support, and further interventions and actions were identified. For example, it had been identified that the triggers for one person’s distressed behaviours were due to waiting for things they wanted and requests to complete tasks. Interviews with staff and additional observations were planned to help identify the most appropriate interventions.
Each person had a person-centred support plan that set out what was most important to the person, such as their needs, preferences, routines and goals. People had a range of goals that were meaningful to them as they were based on their choices and interests. Staff celebrated when people had made progress towards their goals. Staff told us if something had gone well with a person, they shared it with the staff team so it could be replicated.
Staff had opportunities for learning, development and reflective practice. They were enough staff provided to ensure people had consistent, effective and safe support. Staff knew how to identify, report and escalate concerns. They were assured the registered manager would act on any concerns they raised.
Medicines were managed safely. Effective processes were in operation to order, store, administer and dispose of people’s medicines. Staff were trained in administering medicines and their competency and skills in medicines management was regularly checked.
There were regular checks of the environment to ensure it continued to be a safe environment for people, staff and visitors. This included visual checks and on going maintenance of equipment and services.
People's experience of this service
We spoke with people and their relatives. Some people could not directly tell us about their experience of living at the service. We observed staff supporting and communicating with people.
People benefitted from living at a service where there was a strong, person-centred culture. Relatives said staff took time to get to know people, so they had a full understanding of their life history and what was important to them. A relative said, “Staff that have been there for a while know X well. Newer staff have a good rapport with X and it is so lovely. It is so natural the way they speak to X. It is genuine.”
Relatives and health and social care professionals told us the service’s focus on providing person-centred care and support had resulted in significant improvements in people’s quality of life. They told us this included reducing people’s levels of anxiety and increasing their participation in the local community. One relative told us how they wished to join in a special event held at the service. They told us they were not sure how this was going to work as their family member always expected to go out with them when they visited. The relative said that on the day of the event, a staff member suggested they try a different approach. They told us this approach had been successful which meant they were able to spend quality time sitting with their family member. They told us, “It was a fantastic achievement for X to stay with me. I was able to enjoy the BBQ. It was busyish, but X was not anxious.”
People benefitted from staff who were skilled at supporting them when they became anxious or distressed. One person told us about a member of staff, “When I get upset, X (staff member) helps me with my emotions and feelings.” The service had received a compliment from a health care professional about the effective way staff supported a person. ‘I have been noticing a gradual, steady settlement and improvement. I believe your approach is very much empowering and motivational, enabling X to gain autonomy and build trust.’
Relatives were equally complimentary about the effectiveness of staff following people’s support strategies. One relative told us about their family member, “They have improved enormously since they have lived there. X is very happy.” Another relative said, “They have done marvellous things. All credit to the staff for their patience and understanding that has really helped in managing X’s behaviours. Their whole approach was so different. It was exceptional. Staff are always looking at different strategies to support X.”
We observed people and staff had developed trusting and caring relationships. One person had a jovial and witty exchange with a staff member. It was apparent this was a regular exchange that the person clearly enjoyed. When another person became anxious, staff gently touched their arm to reassure them. Relatives confirmed staff were kind and caring to both them and their family members. A relative told us, “Staff are very kind to me. The female staff are particularly sympathetic. I know staff are very fond of X.”
Another relative said, “Everyone I have met personally has been kind, helpful and supportive.” A social care professional said, “Staff have always been welcoming and respectful towards me when I visit.”
People, relatives and health and social care professionals told us staff took actions to keep people safe. A social care professional told us, “I have seen staff follow procedures intended to keep residents, staff and visitors safe.” Relatives told us there was a balance between minimising risks to people, whilst enabling them to do the things that mattered to them. A relative told us, “Staff ensure X’s safety, as well as their individual freedom to do as they wish.”
Relatives said they and their family member were involved in planning and making decisions about their care and support. We observed staff supporting people to make choices and decisions and taking responsibility for completing independent living tasks. Relatives told us staff kept them up to date with any changes in their care. A relative commented, “I am constantly updated on X’s situation, care and health requirements.” Another relative said, “When I have raised concerns with staff and they have listened.”
We observed people had a range of shared and private space, so they could either choose to spend time with other people or by themselves. Some people had their own private lounge. People had access to the kitchen to get drinks and snacks. It was hot on the day of our visit and there were fans in people’s rooms to keep them cool. People had personalised their rooms according to their individual tastes.
People told us about how they were supported to take part in things that they enjoyed. One person showed us their visual timetable and said they liked to go to charity shops, swimming and bowling. During our visit to the service people went out to places they enjoyed. We also heard people singing and making sounds, which staff explained were indicators that these people were in a contented mood.