Swallowdale

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.

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. In line with changes to DoLS from June 2026, people's mental capacity to consent to restrictions was being reviewed to ensure the correct legal safeguards were in place. Where a DoLS was no longer required, records clearly reflected people's wishes and those of their representatives. Any restrictions for safety and wellbeing had been assessed as the least restrictive option and were in people's best interests.

People were protected from abuse and avoidable harm. Staff understood safeguarding responsibilities and worked closely with external professionals when concerns arose. Risks were managed in a way that promoted people's independence, including accessing employment, relationships, community activities and learning new skills. Relatives told us they were informed straight away of concerns and were involved in reviewing and managing risks. One relative told us, “[Staff] contact me often and I understand risk assessments. Staff seem to be good at it and explain risks to [my family member] and me.”

There were enough staff to meet people's needs safely and consistently. The home was clean, comfortable and adapted to meet people's needs. A relative told us, “Staff are mindful of physical aspects of safety, such as electrical testing. When going out they do risk assessments of where they are going and always have good staff to client ratio. When I’ve had health and safety issues, these are dealt with efficiently and quickly.”

Medicines were generally managed safely, with effective oversight and auditing processes, although a small number of recording issues were identified and addressed during the inspection.

People received support that reflected their individual needs and preferences. Care plans considered people's health needs, communication methods and sensory needs, enabling staff to provide personalised support. Staff worked well with healthcare professionals and received positive feedback from external agencies.

People received highly personalised support from staff who knew them well and understood what was important to them. Support was focused on helping people achieve their goals, maintain relationships and access meaningful opportunities such as employment, holidays, leisure and social activities and developing everyday living skills. People were supported by staff who were kind, respectful and genuinely committed to their wellbeing. Positive relationships had been developed and people appeared relaxed and comfortable around staff.

Communication was tailored to meet individual needs through a range of approaches including Makaton, touch-Makaton, pictorial aids and social stories. A social story is a simple, personalised story that uses words and pictures to help a person understand situations, changes or events, and what to expect. Makaton is a communication method that uses signs, symbols and speech to support understanding and expression. Staff worked creatively to overcome barriers and ensure people with sensory impairments, physical disabilities and communication needs could access the same opportunities and experiences as others.

The service was led by a registered manager who promoted a positive, inclusive and person-centred culture. A relative told us, “[Registered manager] is brilliant, we have known them for years, when they were a care staff and through to being [registered] manager. They make it tick and if there is a problem, they sort it. So does [deputy manager] they are very good and look after [my family member] very well.” Another relative told us, “If there are worries or concerns [staff] contact me straight away, communication is excellent.”

Effective governance systems provided oversight of the quality and safety of the service and supported continuous improvement. The registered manager encouraged learning and innovation, demonstrated by creative approaches to supporting people with complex communication needs and helping others understand their experiences. There was a clear focus on improving outcomes, developing people's skills and ensuring people remained at the centre of their care.