Innovations Wiltshire Limited – 10 The Crescent

“People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, this can be done through a procedure called the Deprivation of Liberty Safeguards (DoLS), which is part of the Mental Capacity Act 2005 (MCA). We checked whether the service was working within the principles of the MCA and how they managed DoLS within the service. We found that staff and management worked within the MCA. DoLS authorisations were appropriately applied for and overseen. People had choice, control and freedom over their lives and were not subject to unlawful or excessive restrictions.”

“We assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted.”

“Staff supported people in line with this guidance. People were supported to be independent, access the community and live an ordinary life.”

“Staff had a good understanding of safeguarding and had received a range of training suitable to people’s needs. Staff had been recruited safely and received regular supervision and support. Comments from staff included, “[Manager] is great, they have a good presence in the services,” and “There is support and development to progress.” Staff undertook regular health and safety checks such as fire evacuation and temperature checks. The service was clean and staff told us there was a good stock of personal protective equipment (PPE) available.”

“People’s needs were assessed prior to them moving to the service. Staff monitored people’s health and wellbeing to enable them to achieve positive outcomes. People’s capacity was assessed and best interest decisions were conducted where people lacked capacity. Staff always asked for people’s consent and respected people’s choices. For example, we observed staff asking people if it was okay for inspectors to have a tour of their house.”

“We observed staff were kind and caring. There was a strong focus on independence, choice and control. People were involved in daily living skills, and these were individualised to each person. For example, one person said they did not like cooking but liked setting up and cleaning the table. People were encouraged to be independent where possible with personal care, medicines management and people chose their menus.”

“Staff consistently engaged with people to review and discuss their care and treatment, recognising people were decision makers in their own care. Staff comments included, “We try to make people independent with meals and general day to day choices as much as possible,” and “We include people in jobs like tidying the house.””

“People’s care was person centred. For example, care plans were signed by people and staff sat with people to talk to them about consent and how to order their medicines. We saw people were supported to do activities they chose to do.”

“Feedback about the manager and leaders was positive. Comments included, “Leaders have a presence in the service and are supportive,” and “We all get on as a team and work really closely together.””