CSL Mablethorpe

Not everyone who used the service received personal care. CQC only inspects where people receive personal care. This is help with tasks related to personal hygiene and eating. Where they do we also consider any wider social care provided.

Staff focused on people's strengths and promoted what they could do, so people had a fulfilling and meaningful everyday life. People were supported by staff to pursue their interests, aspirations and goals.

People living both in a supported living environment or their own homes had a choice about their living environment and how they personalised their homes.

The service made reasonable adjustments for people so they could be fully included in discussions about how they received support, including support to travel wherever they needed to go.

Staff enabled people to access specialist health and social care support in the community. Where needed people were supported with their medicines in a way that promoted their independence and achieved the best possible health outcome. They were supported to play an active role in maintaining their own health and wellbeing.

Staff communicated with people in ways that met their needs.

Right care Although in some areas of the service people's care plans had not been reviewed to ensure they still reflected people's needs, most people's care, treatment and support plans reflected their range of needs and this promoted their wellbeing and enjoyment of life. The service did not always have enough appropriately skilled staff to meet people's needs. However, the provider had consistently worked to address the staffing issues at the service and worked proactively to recruit appropriately skilled staff.

Staff promoted equality and diversity in their support for people. They understood people's cultural needs and provided culturally appropriate care.

People received kind and compassionate care. Staff protected and respected people's privacy and dignity. They understood and responded to their individual needs.

Staff understood how to protect people from poor care and abuse. The service worked well with other agencies to do so. Staff had training on how to recognise and report abuse and they knew how to apply it.

People could communicate with staff and understand information given to them because staff supported them consistently and understood their individual communication needs. this included people who had individual ways of communicating, using body language, sounds and Makaton (a form of sign language), pictures and symbols, so they could interact comfortably with staff.

People could take part in activities and pursue interests that were tailored to them. The service gave people opportunities to try new activities that enhanced and enriched their lives.

Staff and people cooperated to assess risks people might face. Where appropriate, staff encouraged and enabled people to take positive risks.

Right culture The COVID 19 pandemic had a negative impact on staffing and the provider continued to work to address this. They had worked to restructure the service to ensure people were supported by staff who knew and understood them well, and were responsive, supporting people's aspirations to live a quality life of their choosing.

Although there had been a large number of anonymous whistle blowers about the service. All the concerns were investigated by the provider and their quality monitoring team. Where necessary actions had been taken to protect people. The culture of the management team was open, and they continued to work to ensure closed cultures which could impact on people's quality of life at the service did not develop.

We saw in some areas staff evaluated the quality of support provided to people, involving the person and those important to them, including advocates, to be involved in planning their care. There were some areas of the service where this process required some improvement. The provider was aware of this and was working to address the issue.

People's quality of life was enhanced by the service's culture of improvement and inclusivity. The changes to the management team and structure of the service was beginning to show a positive impact on people's lives.

Staff ensured risks of a closed culture were minimised so that people received support based on

transparency, respect and inclusivity.