The Lawns Nursing Home

Staff completed a robust induction, including training in manual handling. Staff received regular peer mentoring and supervisions with management. The provider had a comprehensive training programme which allowed staff to gain formal qualifications and develop their skills to support people's needs.

People were offered a choice of good quality food and drink, which was tailored to meet their dietary requirements. People were actively involved in their care and their choices were respected. There was timely access to healthcare services and equipment. Staff supported people to meet their cultural and religious needs. People had a good choice of activities and their views were listened to. The registered manager worked proactively to establish a resident ambassador to advocate for people, as well as seeking individual and group feedback.

There was a positive and open leadership culture. Staff were supported to provide care to people through strong quality assurance processes, which identified areas for development. The registered manager actively engaged with staff to promote good practice. The provider had strong links with other healthcare professionals to improve people's health and well-being.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice. People were involved in making decisions regarding their care and staff knew how the meet people's needs. People and relatives knew how to complaint if they were unhappy.