Laxfield House

Staff demonstrated a good understanding of how to keep people safe and were knowledgeable about the risks people faced. They were able to identify potential concerns and take appropriate action to reduce risks, which helped ensure people received safe and consistent care. This meant people were supported by staff who understood their responsibilities for safeguarding and risk management and who were confident in responding to concerns when required.

People were supported by sufficient numbers of staff to meet their assessed needs safely and effectively. The service benefited from a stable workforce, with many staff having worked in the service for a number of years. As a result, people received support from staff who knew them well, understood their individual needs and preferences, and were able to recognise changes in their well-being.

Recruitment processes were safe and helped ensure only suitable staff were employed. Staff received the training necessary to carry out their roles safely and effectively, supporting the delivery of good quality care.

The environment was clean, tidy and well maintained. Effective infection prevention and control practices were in place, helping to reduce the risk of the spread of infection and promoting a safe and comfortable environment for people.

Medicines were managed safely. Appropriate arrangements were in place for the storage, administration, monitoring and auditing of medicines, which helped ensure people received their prescribed medicines as intended and reduced the risk of errors.

Staff planned and delivered care in a way that reflected people's individual needs, preferences and routines. This helped ensure care remained person-centred and enabled people to receive support that was responsive to what mattered most to them.

People’s nutrition and hydration needs were met. A varied menu was available, and people’s individual preferences and specialist dietary requirements were accommodated, helping to ensure people were supported to maintain their health and well-being while continuing to enjoy choice and control over what they ate and drank.

Staff supported people to maintain good health and well-being through ongoing monitoring of nutritional needs, long-term health conditions and any changes in people's health. This proactive approach helped ensure concerns were identified promptly and appropriate action could be taken, supporting positive outcomes for people.

The service welcomed feedback from people and staff, and comments received were reviewed and analysed to identify opportunities for improvement demonstrating a commitment to listening to people’s experiences and using feedback to drive service development and improve outcomes.

People can only be deprived of their liberty to receive care and treatment where there is appropriate legal authority. We checked whether the service was working within the principles of the Mental Capacity Act 2005 (MCA) and how they managed Deprivation of Liberty Safeguards (DoLS). We found staff and managers worked in accordance with the MCA and understood their responsibilities. DoLS authorisations had been applied for appropriately and were subject to oversight. As a result, people were not subjected to unlawful or excessive restrictions and were supported to have choice, control and freedom in their day-to-day lives wherever possible.

Staff knew people well and demonstrated kindness and compassion. We observed respectful interactions between staff and people living at the service. Staff understood people's needs, preferences, backgrounds and life histories, enabling them to provide care that promoted respect and well-being.

People were supported to make choices about how they spent their time and had access to a range of individual and group activities. Opportunities were tailored around people’s interests, preferences and wishes, helping to promote independence, social inclusion and quality of life. Staff actively sought feedback about activities and experiences, ensuring people remained at the centre of decisions about how support was provided.

Staff spoke positively about the culture within the service and described the management team as approachable, supportive and accessible. This helped foster an open and positive working environment where staff felt valued and able to raise concerns or seek guidance when needed.

There was a robust programme of audits, quality assurance checks and monitoring processes in place. Records demonstrated that any shortfalls identified were addressed helping to drive continuous improvement and maintain standards of care. The service had developed a culture of learning and improvement, where feedback, monitoring and reflection were used to support positive change.

There was a strong sense of teamwork across the service, and staff expressed pride in their work and the support they received. One staff member told us, “It is a small service, but we know our [people] really well, it is family run, the management are really good when staff have their own personal problems. The service is old fashioned yes, but [people] do appreciate that.”