Frinton House

We assessed the service against the principles of ‘Right Support, Right Care, Right Culture.’ This framework provides guidance about whether the registered manager guaranteed that people living with a learning disability or autistic people were treated with respect, dignity, equality and were given choices. It also ensures people lived as independently as possible and had access to the local community. The registered manager understood these principles fully and they were embedded within the culture of the home.

People were treated with exceptional kindness and received daily 1 to 1 support that empowered them to live the lives they wanted to and to achieve their goals. Maintaining people’s dignity was engrained into the ethos of the home. We observed many interactions between staff and people and in all cases, staff were attentive without being intrusive and supportive without being restrictive. This was reflected in the way people presented to us as visitors. People were consistently happy, smiling and wanting to engage and share their experiences with us. People’s independence was promoted in all aspects of their lives from achieving daily tasks to realising longer term ambitions for example, attending college, volunteering and going abroad on holiday.

People lived safely at the home free from avoidable harm and supported by a staffing team that knew them well and who were appropriately trained in all key areas. The management of risk was exceptional. People were able to mobilise around the home freely with minimal and non-intrusive support from staff. The environment had been adapted to meet people’s needs, was clean and decorated according to people’s wishes. Infection control and medicines were managed well.

People had their needs assessed before moving to the homeand this was done with people, their loved ones and professionals involved in their care. People’s nutrition and hydration needs were met, and staff had a good understanding of consent and supporting people safely.

Care was person centred. All care plans and the consequent support provided by staff was tailored and focussed on individuals. People were able to express their views about the home and people and relatives knew how to complain or raise issues if needed.

The registered manager’s vision and focus every year was to enhance the lives of the people they supported. The culture at the home was one of improving people’s lives, supporting the person and placing any disabilities as secondary to the person themselves. It was clear how this attitude had impacted on people with all their lives improving each year with the support of the registered manager and whole staffing team. Staff were able to raise issues as needed and there was a robust governance system in place.