Acorn House - Bideford

People were kept safe from avoidable harm because the staff knew them well and understood how to protect them from abuse.

Risk management considered people’s physical and mental health needs and showed that measures to manage risk were as least restrictive as possible.

The number and skills of staff matched the individual care and support needs of people using the service. Staff were well trained and competent in their jobs. There were safe and effective recruitment and selection processes in place.

People were supported by staff who followed systems and processes to prescribe, administer, record and store medicines safely.

People had care and support plans that were personalised, holistic, strengths-based and reflected their needs and aspirations, included physical and mental health needs.

The service was working within the principles of the Mental Capacity Act 2005 (MCA) and if needed appropriate legal authorisations were requested when depriving a person of their liberty in their best interests.

People had the opportunity to try new experiences, develop new skills and gain independence. Care was personalised and staff worked to deliver person-centred care which maintained people’s dignity with understanding.

There were systems and process to ensure people’s care plans were inclusive of people’s choice, preference and information important to them.

People’s care, treatment and support promoted equality, removed barriers or delays, and protected their rights, including those related to protected characteristics under the Equality Act.

Staff supported people through recognised models of care and treatment for people with a learning disability or autistic people. Support focused on people’s quality of life outcomes and people’s outcomes were regularly monitored and adapted as a person went through their life.

There were clear and effective governance, management and accountability arrangements in place and staff understood their role and responsibilities.

Staff spoke positively about communication and how the registered manager worked well with them, encouraged team working and an open person-centred culture.

The service had strong external relationships that supported improvement and innovation to embed evidence-based practice in the service.