Lindisfarne CLS Residential

Risk assessments were clear and readily identified how to reduce the risks to people. Staff were familiar with these documents and the actions they needed to take. We discussed how to enhance and develop some aspects of these documents, which the registered manager and deputy manager immediately acted upon.

The management team ensured there was always enough staff to support people. The nature of the service meant the number of people living at the home could rapidly fluctuate. On reviewing the staffing levels, it was decided to increase the number of staff, on duty so these variations could be managed more effectively. Recruitment practices met legal requirements and the registered manager used a variety of effective strategies to encourage people to apply to work at the service.

Medicines management was effective and closely monitored. Staff who administered medicines had the appropriate training. Staff adhered to infection control and prevention guidance.

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. Staff had received training around the Mental Capacity Act 2005 and associated code of practice and felt confident applying this in their practice. Staff took steps to safeguard people and promote their human rights.

The systems the registered manager had in place allowed them to critically review the service and proactively looked at how improvements could be made. Staff told us the registered manager was approachable and listened to their views. All felt the registered manager was running a good service.