Ormesby House

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

“Care plans contained detailed information about people’s health conditions, wellbeing, preferences and communication needs. Individual risk assessments were in place, however some did not consistently include all information required to guide staff practice. Leaders acknowledged these concerns and took prompt action to update risk assessments.”

“We found that records contained personalised guidance outlining different approaches to take, depending on how the person presented and their individual needs at the time. Staff worked closely with a range of healthcare professionals and ensured people attended appointments to support their ongoing health and wellbeing.”

“Staff followed recognised best practice to meet people’s nutritional needs. For example, where people were assessed to be at risk of choking, staff ensured food was prepared to the correct consistency and texture.”

“Leaders promoted a positive and inclusive culture that placed people at the centre of their care. Staff told us leaders were approachable and supportive. Safe recruitment practices were in place. Records showed the provider completed appropriate employment checks and ensured staff had the skills and knowledge to meet people’s needs.”

“Medicines were administered safely, with systems in place for storing and administering medicines. Care plans contained clear guidance for staff on when ‘as required’ medicines should be administered. Staff described how they responded to people’s non-verbal cues such as facial expressions, body language, gestures and changes in behaviour when assessing whether medicines may be required.”

“The provider had systems in place to review and learn from incidents. Staff understood their responsibilities for reporting concerns and felt there was good communication through team meetings and daily handover meetings when lessons had been learnt.”

“Governance systems provided effective oversight of quality, safety and performance within the home. Leaders completed audits and monitoring to identify risks to people using the service. Equipment and facilities were regularly checked to ensure they remained safe. Records showed actions identified from these checks were monitored and completed promptly.”

“Leaders and staff were committed to improving people’s experience through new opportunities, such as sensory based activities and community projects.”

“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 found that staff and leaders worked within the MCA. DoLS authorisations were appropriately applied for and overseen.”