Linden Terrace

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

Safe – this means we looked for evidence that people were protected from abuse and avoidable harm.

This is the first assessment for this service. This key question has been rated good. This meant people were safe and protected from avoidable harm.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had established a positive culture of safety, based on openness and honesty. At the time of the assessment, there had been no recent accidents, incidents, safeguarding alerts or complaints. This was confirmed by relatives, professionals and the local authority. Systems were in place to respond effectively should any concerns arise, and staff demonstrated a clear understanding of how to escalate issues appropriately.

Staff worked with people, external agencies, families and professionals to establish and maintain safe systems of care, in which safety was managed and monitored.

Continuity of care was maintained when people visited day centres and family homes, ensuring consistent and person-centred support across the different environments.

Staff concentrated on improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect.

It was clear during our site visits that people were comfortable in the presence of staff, who were familiar and consistent in their approach. Staff had built strong, trusting relationships with the people they supported, which contributed to a calm and settled environment. Their knowledge of individual preferences and behaviours enabled them to respond sensitively and confidently to people’s needs.

Everyone we spoke with told us that people were safe. One relative said, “’Yes, one hundred percent.’’ The local authority told us there had been no recent safeguarding concerns.

The provider worked with people to understand and manage risks by thinking holistically. Staffprovided care to meet people’s needs that was safe, supportive and enabled people to do thethings that mattered to them.

Staff promoted positive risk-taking, enabling people to safely enjoy activities that mattered to them. This included swimming, horse-riding, travelling on the Metro and visiting the York Balloon Festival. This event was carefully planned to ensure safety while enabling participation in a community experience. These actions demonstrated the team’s commitment to balancing risk management with promoting independence and quality of life.

People were settled and confident in their surroundings, which reflected the consistent and familiar care provided by the staff team. Staff knew people well and were able to identify early signs of distress or behavioural triggers. This insight enabled them to respond promptly and sensitively, reducing the need for restrictive practices and promoting emotional wellbeing. The strong relationships between staff and people supported a calm and safe environment, where risks were managed proactively.

The provider detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.

A member of staff told us, “As soon as Swanton Care took over the business, as well as completely re-decorating the house, including flooring and carpets they bought new furniture, beds, TVs, and even a fish tank with fish to create a home-like, enriching environment.”

People were actively involved in health and safety checks. This approach helped promote awareness and education around safety.

The provider ensured there were enough qualified, skilled, and experienced staff to deliver safe, person-centred care. Staff received support through regular supervision and appraisal. They were enabled to complete training in key areas such as positive behaviour support, autism, and epilepsy care. This ensured they had the skills and confidence to respond effectively to people’s needs. Staff were described by relatives as “spot on” in their training and responsiveness. Many staff had worked at the home for a number of years, and relatives told us that this continuity of care contributed to people feeling settled and safe.

Staffing levels were sufficient to meet people’s needs safely and consistently. One relative commented, “There is a big ratio of staff and waking nights.” Staffing levels supported both planned and responsive care.

Recruitment checks were completed to ensure staff suitability and were stored electronically. However, some records were not easy to locate. The registered manager acknowledged this and confirmed that improvements to make records more accessible were underway.

Staff assessed and managed the risk of infection effectively. Systems were in place to detect and control the spread of infection. The home was clean and well maintained. Staff supported people to carry out housekeeping skills. This approach not only promoted people’s independence but also empowered people to take pride in their surroundings and participate in maintaining a safe and clean home.

Staff ensured that medicines and treatments were safe and aligned with people’s needs, capacities and preferences. The service had adopted principles from the STOMP (Stopping Over-Medication of People with a Learning Disability, Autism or Both) initiative, and staff worked proactively to reduce reliance on ‘as required’ medicines. Through personalised support, early intervention, and the use of positive behaviour strategies, staff were able to respond to people’s needs in ways that minimised distress and avoided the need for medication. This approach contributed to improved wellbeing and reflected a strong commitment to safe, person-centred care.

During the inspection, minor shortfalls with medicines recording were identified and shared with the registered manager. She took immediate action to address the issues and, following further review, provided evidence to demonstrate that improvements had been made. This responsive approach supported safe medicines management and demonstrated a commitment to continuous improvement.