SCC Adult Social Care Supported Living and Mallow Crescent short breaks service

Risks to people’s safety and wellbeing were not always addressed in a timely and comprehensive way. There was a lack of guidance for staff regarding how risks could be mitigated for some people. We found other instances where people were supported manage risks positively in a way which enhanced their opportunities. People were supported to visit the service prior to going for a short break to ensure it met with their needs and expectations. People received the support they required with their medicines and records showed prescription guidance was followed. There were sufficient staff deployed to meet people’s needs and safe recruitment practices were undertaken. Staff were aware of their responsibilities to keep people safe from the risk of abuse. Safe infection prevention and control measures were followed, and the environment was maintained to a good standard.

We identified a breach of regulation in relation to consent and how the principles of the Mental Capacity Act 2005 were followed. Best practice guidance was not always followed which meant people were not always fully involved in their own support and there was a risk people’s rights would not be upheld. Not all staff were aware of the principles of the Mental Capacity Act 2005 and processes were always followed to ensure capacity assessments and best interest decisions were recorded. The support people received was not always reviewed with them to determine any goals they wished to achieve whilst staying at the service. For some people we found they had received support to try new experiences and take advantages of opportunities. Assessments were completed prior to people starting to use the service to ensure their needs could be met. Staff were aware of people’s needs in relation to their health. We observed staff provided people with day to day choices and asked for consent prior to providing support.

We identified a breach of regulation in relation to the governance and oversight of the service. Governance and audit systems were not fully embedded into the running of the service which meant concerns were not always identified and address in order to make improvements. Whilst there was an ethos amongst staff of wanting people to be happy, on occasions staff did not referred to people in a person centred manner. There had been a number of changes within the senior leadership team which had led to a lack of consistency and oversight. The current management team were in the process of reviewing systems and developing a strategic action plan to ensure learning and consistency were implemented within the service going forward. The leadership team and staff had developed positive relationships with external professionals and links within the community. Staff felt able to speak up about any concerns and believed the management team would take action to address any issues raised.