Lancaster and Morecambe Short Breaks Service

Lancaster and Morecambe Short Breaks Service is a 'care home' which specialises in temporary short stays. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. The Care Quality Commission (CQC) regulates both the premises and the care provided, and both were looked at during this inspection.

Lancaster and Morecambe Short Breaks Service is registered to provide short term respite care and accommodation for people with a learning disability and autism. The home is registered to support up to six people at any one time. The accommodation is all based on ground level and is accessible to all people who use the service. The home shares some grounds with a local authority day centre and staff have established links with the day centre. There were six people staying at the home at the time of inspection.

The care service has been developed and designed in line with the values that underpin the Registering the Right Support and other best practice guidance. These values include choice, promotion of independence and inclusion. People with learning disabilities and autism using the service can live as ordinary a life as any citizen.

There was a registered manager in place. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are 'registered persons'. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

We last carried out a comprehensive inspection at Lancaster and Morecambe Short Breaks Service in December 2016 and the home was rated good overall.

At this inspection visit carried out between 27 September and 11 October 2018, we found the registered provider had continued to make improvements within the home and now exceeded expectations set out within the fundamental standards.

The registered provider took a holistic approach to meet health needs of people who used the service which had resulted in positive outcomes for people.

Staff enabled people to use their gifts and talents to develop their self-esteem and independence. Relatives praised the ways in which people's quality of life had improved since their family members had used the service. We were repeatedly told staff made a difference and promoted positive outcomes for people who used the service.

Good practice guidance was considered and used to develop, support and nurture relationships. People

were encouraged to live active lives and participate as valued members of their community.

Relatives of people who used the service and professionals consistently described the service as outstanding. They told us it was an invaluable resource for people with a learning disability. Relatives and professionals commended staff dedication, patience, knowledge and competence.

Managers had looked at ways to strengthen leadership within the home, appointing champions to learn new skills, and share good practice throughout the home. This included reviewing dignity, equality and diversity within the home to ensure these principles were embedded across the workforce and within everyday practice. We found the principles of the Human Rights Act were embedded throughout service delivery.

Managers and staff had a clear vision of what was required of a quality service and excelled in providing this throughout the service. Feedback was continuously gained from all parties to develop and improve the service.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice.

Care was provided in a person-centred way. People were routinely involved in their own care planning and the development of their service. When people could not verbally communicate, communication tools and technology were used to promote communication so the person could be heard and understood.

Staff told us morale at the home was exceptional and said all staff were committed to promoting a person centred, positive culture. There was a vibrant, open and transparent culture within the home.

The registered manager understood the importance of ensuring a smooth transition for young people moving from children's services into adult services. They had worked innovatively to engage with children who were going through the transition process to ensure their experience into the adult short break service was positive and successful for them and their family.

The registered manager understood the importance of continuous learning. They proactively networked with other organisations and key stakeholders sharing good practice and ideas in pursuit of excellence.

There was ongoing refurbishment works within the home to make it more accessible for all people who used the service. Improvement works considered ways in which dignity and privacy could be improved for people who used the service.

People told us they felt safe when staying at Lancaster and Morecambe Short Breaks Service. Relatives praised the way in which people's individual safety was managed and monitored. Staff could identify types of abuse and the associated responsibilities they had in reporting abuse.

The five questions we ask about services and what we found