Thorncliffe House

The provider deployed enough skilled and knowledgeable staff to meet people’s needs safely. Risks were assessed and people were involved in the process. There were effective systems in place to safeguard people from abuse. A staff member told us, “Staffing levels are always more than sufficient, there’s always plenty staff on shift and management also support the floor.”

Medicines were administered safely and there were systems to ensure the environment was safe.

People received effective care, tailored to their individual needs and preferences. Their health and communication needs were reflected in assessments and care records. Staff worked with healthcare professionals to promote wellbeing and respond to changes in health.

People were treated with kindness, compassion and respect. There were warm, friendly and relaxed interactions between people and staff. Staff took time to listen, offered people meaningful choices and supported them to express their wishes and preferences about their everyday lives. One staff member said, “People’s voices and choices matter and we will always support that.”

Support was personalised around what mattered to people and how they wanted to spend their time. A range of activities were available 5 days a week, including drawing and gardening. People were supported to access the community using the community car. Weekends often provided opportunities for people to spend time and go out with their families. Monthly activity meetings gave people the opportunity to share their ideas and choose what they would like to do, helping to shape activities around their interests and preferences.

The service was well-led, with leaders who knew their staff well and were focused on getting the best from them. Staff were empowered through learning and development, including train-the-trainer opportunities, champion roles and learning that was shared through supervision. Staff took on champion roles in areas such as medicines, falls, oral health and skin integrity, helping to build knowledge and good practice across the team. Leaders supported staff through regular, meaningful supervision. They were flexible when staff members personal circumstances or health needs changed, considering reasonable adjustments and alternative or dual roles within the home. This created a supportive culture where staff were encouraged to develop their skills, share learning and contribute to providing good quality care.

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 staff and management worked within the MCA. DoLS authorisations were appropriately applied for and authorised. People were not subject to unlawful or excessive restrictions and had choice, control and freedom over their lives.