Turning Point – Hollygrove

“Staff had been safely recruited, and we found there were sufficient numbers to keep people safe. Staff had an induction when they started work and ongoing training and support. This included specific training on working with people with learning disabilities. Staff worked with a range of healthcare professionals to make sure people’s health needs were met.”

“People were involved in planning and reviewing their own care and support. There was a key worker system which meant an identified member of staff worked in partnership with people. This helped people identify their own goals and work towards achieving them. There was a focus on reducing any restrictive practice. Leaders had worked with staff to help identify restrictions and make sure they were lawful.”

“People’s care plans were not always up to date. Some guidance on risk and health conditions did not reflect people’s current needs. The registered manager took responsive action to review guidance and make adjustments where needed. People had their medicines as prescribed; however, staff had not always been assessed as competent to safely administer medicines in various ways. Staff liaised with various professionals and there was good communication and partnership working.”

“Experienced leaders were managing the service to make sure there was a positive, open and transparent culture. Staff said they felt supported and able to raise concerns at any time.”

“Governance systems were mostly effective in assessing quality and safety. Audits and checks had identified areas for improvement. However, not all the shortfalls we found had been identified prior to our visit. Whilst the provider was very responsive and took immediate actions, their own checks needed to be more robust.”

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