Littleton Lodge

People were safely supported and were protected from the risk of harm and abuse. People's risks were managed well and staff knew people and knew how to meet people’s individual risks and needs. The culture across the service promoted this practice allowing staff to support people in the most effective way.

The environment was clean and free from potential hazards. The provider had effective infection control processes in place. People were supported by enough staff who were well trained to effectively and safely meet people’s needs. The provider was working to reduce the number of agency staff to ensure people received consistent care. Staff were recruited safely.

People’s care records required further information to ensure staff had up to date accurate information about people’s risks and needs. The registered manager confirmed they were in the process of updating these to include specific detail for staff to follow.

We found there were some discrepancies in relation to people’s medicines, including, the recording of the clinical room temperatures and on some body maps, where people were administered pain relief patches. The registered manager took action to investigate this to ensure staff provided accurate record keeping.

People’s needs were assessed, reviewed and discussed to ensure people received the most up to date treatment, care, and support which was in line with good practice and individual choice and preference. We found however; people’s care plans required further specific detail to ensure staff had detailed information to follow.

External health and social care professionals supported the care staff to provide guidance and support, so people received quality outcomes, although some felt the communication could improve. People were supported to maximise independence, choice and control.

People were encouraged to make their own decisions, and the required support was offered to enable people to do this. When required staff sought support to ensure people were in receipt of the best care possible.

People were treated with kindness and compassion and treated as individuals. Staff knew people well and responded to their immediate needs.

People’s care needs were assessed and planned for. People received person centred care and were empowered to make decisions about their care.

People were involved in the planning of their care and support provided was inclusive. People’s care plans required updating to ensure they provided staff with specific information to follow.

People were able to make plans for important life changes and the provider was in the process of ensuring people were a part of their care to ensure they were in receipt of the best care possible at the end of their lives.

There was an open and positive culture within the service where leaders were experienced, compassionate and led with integrity. Staff mirrored this positive approach and people, and staff felt heard.

The service worked well with other partner agencies to collaborate for improvement. The registered manager was committed and working to make improvements across the service, with input from people, their relatives and staff.

The provider had effective governance systems in place, these were in the process of being embedded with the new registered manager and area director. These systems assessed and managed the safety and quality of the service.