Lynton Terrace

The provider's systems for monitoring and mitigating risks were not always effectively operated.

People were happy at the service. They received personalised care. They liked the staff and they felt safe and well cared for. People had access to healthcare professionals who worked closely with the staff. There were organised activities and people could learn new skills and develop their independence.

The staff felt well supported. There were staff vacancies and the provider relied on temporary staff to help make sure they had enough staff on duty. They tried to arrange for familiar temporary staff and gave these staff support and guidance to help them work well alongside permanent workers. There were systems to help ensure only suitable staff were recruited. The staff undertook a range of training and had opportunities to meet with their line manager to discuss their work.

There were systems for monitoring quality and dealing with complaints, accidents, and incidents. The registered manager also managed another care service. They supported an interim manager who worked at Lynton Terrace full time. People using the service and staff told us they felt the interim manager was approachable and had helped develop the service.

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.

For more information, please read the detailed findings section of this report. If you are reading this as a separate summary, the full report can be found on the Care Quality Commission (CQC) website at www.cqc.org.uk