Archived: Lawn House

We found the following examples of good practice.

Staff provided education and support to people in helping them understand how to live safely during the pandemic. This included providing advice around social distancing, infection control, COVID-19 testing and social distancing.

Where people accessed the community independently, the provider helped ensure they had access to the appropriate personal protective equipment (PPE), such as face masks and hand gel.

The provider had a computer-based information hub, where staff could access information and guidance around COVID-19. This included a system where staff could submit COVID-19 based questions and seek responses to any queries they had around the subject.

The registered manager had a good knowledge of current COVID-19 guidelines, which had been set out by the government. They had effective systems in place to communicate and monitor staff’s adherence to changes in guidance when it was released.

There was a COVID-19 testing programme in place for people and staff, which was in line with current government recommendations.

There were effective systems in place to keep the service clean. The provider had employed cleaners to help maintain cleanliness and hygiene in the home. Staff also carried out cleaning duties, which focussed on cleaning surfaces which were frequently touched.

The provider had effective systems in place to ensure the staff had appropriate levels of PPE available. The provider had a large supply of PPE and a system where the registered manager could easily order additional supplies.

Lawn House is a ‘care home’. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection.

The service provides accommodation and personal care services to young people from 16 to 25 with learning disabilities, autistic spectrum disorder or mental health needs. At the time of inspection, there were five people living at the service.

The service had a registered manager in place at the time of our inspection. 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.

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 to help ensure people with learning disabilities and autism using the service can live as ordinary a life as any citizen.

The service provided care and accommodation to children and young adults who were transitioning between educational and adult placements. People stayed at the service for a fixed term before moving onto a more permanent living or care setting. The provider demonstrated a firm commitment to work with people to assess and develop their independent skills in preparation for moving to adult based placements. The provider encouraged people to engage in planning, reviewing and monitoring their own needs, by reflecting on their behaviour and setting their own goals.

The registered manager had designed and implemented an ‘independence programme’. This

programme gave people practical steps to follow to build their life skills. The programme was structured to incorporate the essential tasks and skills required for independent living and as people worked through the programme, tasks became incrementally more complex as they become more secure in their knowledge and skill.

People were supported to be part of their community. People accessed educational or work based activities, they went to the shops, used public transport and leisure facilities as independently as possible. The provider had worked with people to identify risks associated with living independently in the community. Staff were caring and patient in their approach, which encouraged people to talk about their problems or issues, meaning that staff could identify concerns and put plans in place to help keep people safe.

People could leave the home independently. They had agreements in place with staff which meant that if they did not come back when expected, staff would be aware. There were clear policies and procedures in place around this to help ensure people were safe. People were supported to follow hobbies which met their interest.

People were involved in developing their care plans and reviewing their care needs. There was a ‘keyworker’ system in place which helped to give people the opportunity to reflect on their behaviour, celebrate their achievements and give suggestions to the provider about how the service could be improved.

There were systems in place to help ensure people’s complaints were dealt with appropriately.

People received personalised care which reflected their equality, diversity and human rights. Staff understood the need to gain appropriate consent to care. 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.

Peoples health needs were assessed and they had access to healthcare services when required. People followed a diet in line with their preferences and dietary requirements.

The home was spacious and clean. There was a relaxed atmosphere at the home, where people could move around freely and they had access to outside space.

Staff were knowledgeable and caring in their role. They had received a range of training which helped to ensure they could meet people’s needs. People were treated with dignity and respect and given privacy when they wished.

The registered manager had systems in place to monitor the quality and safety of the home. They had made improvements to the medicines management system after identifying some shortfalls in the recording of medicines administration.

The registered manager carried out assessments of people’s needs to determine their suitability for a placement at Lawn House. People’s needs were regularly reviewed and care plans were updated accordingly. Care plans were developed with people and other stakeholders relevant to their care. Care plans were detailed and helped guide staff in carrying out effective support and care.

There were enough staff in place to meet people’s needs. The provider had safe recruitment processes in place to help ensure only suitable staff were employed.

The provider was not currently providing end of life care to anybody at the service.