Lucerne House

Staff were recruited safely, with the correct checks being made to ensure they were suitable for their role. Staff had an induction and completed ongoing training. The environment was regularly checked for safety and any issues quickly resolved. Improvements had been identified in relation to the management of medicines to ensure they were managed safely. Staff were knowledgeable about abuse and knew how to raise concerns and alerts. Risks to people were managed in the least restrictive way possible. Staff knew people well and understood the risks associated with their support needs. However, care plans and records did not always contain the relevant or up to date information. Work was ongoing to improve this but further time was needed to implement and fully embed into everyday practice.

People’s support needs were assessed and reviewed on a regular basis, which helped to ensure their needs continued to be met. However, improvements were needed in relation to ensuring people’s care plans included all the relevant information. Key worker reviews were being developed to support people to identify goals and aspirations. Staff were aware of the importance of asking for people’s consent before supporting them and ensuring their wishes were respected.

People were encouraged to make their own decisions and choices about their day-to-day life. We observed people being offered choices in all aspects of their daily lives, what time they got up and what they done each day. People were supported by staff who were kind and compassionate. They promoted an inclusive, supportive environment where people’s independence was promoted.

People were supported to make their own decisions about what they wished to do each day. Staff helped to ensure people were treated fairly, with respect and without fear of discrimination.

It had been identified that improvements were needed to the oversight and governance of the service. Changes had been made to the management team and a range of checks and audits. Action plans had been developed to address the identified shortfalls and these were regularly reviewed. These improvements had started to be implemented but further time was needed to fully implement and embed into daily practice. Staff were committed to the changes and spoke about the improvements they had seen. There was a positive, inclusive culture where staff felt valued and well supported by the management team.