Ladycroft Respite Service

The following is CQC's published account of its assessment, published 30 June 2026. References to “we” mean CQC. It describes findings at that time.

About the service

The service is a residential respite service providing care for up to 6 people at a time. At the time of the inspection there was 25 people using the service on a regular rolling respite programme. On the first day of our inspection 1 person was using the service and on the second day of inspection there were 4 people using the service.

Who the service is for

This is a specialist service for people with a learning disability and autistic people. We have 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.

Our view of the service

We carried out this assessment from 9 June to 11 June 2026 to confirm the previous rating of good remains accurate. Where we found practice had continued to meet a good standard, we have not reported in detail on these areas and have focused our findings on any areas where improvement was needed or where exceptional practice was found. practice.

Risks associated with people’s care were identified and managed to keep people safe. Staff knew people well and understood risks involved in people’s support. Staff were recruited in line with the providers recruitment policy, which included obtaining pre-employment checks to ensure suitable staff were employed safely. Staff received training and support to carry out their roles effectively. Staff told us they felt supported by leaders. One staff member said, “The [registered] manager has an open-door policy and is very approachable. Any concerns we have, we just let [registered manager] know. I am confident they will address anything we [staff] raise.”

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 were not subject to unlawful or excessive restrictions they had choice, control and freedom over their lives. Staff and leaders understood DoLS and ensured people were offered choices in line with their preferences.

People were protected from the risk of abuse and staff knew how to report and escalate safeguarding concerns. One staff member said, “We [staff] would raise any concerns with the shift leader and [registered] manager, and they would take appropriate actions.”

Medication administration records evidenced people received their medicines as prescribed. Staff were competent and trained in the safe administration of medicines. Medicines were well organised and a system was in place which ensured stocks of medicines were checked and reviewed.

People’s needs were assessed prior to them using the service to ensure staff and leaders could meet their needs. People were introduced to the service at their own pace, with visits to the service accommodated prior to them staying overnight. Prior to each stay at the service, contact was made with family members to identify if any changes had occurred since their previous stay. This ensured staff had the knowledge to manage people’s current needs.

People’s nutrition and hydration needs were met appropriately, and they were involved in choosing what meals and snacks they preferred. A picture menu was available in the dining room. Any dietary requirements and modified diets were provided.

Staff were welcoming, friendly and showed kindness and compassion to people. Staff spoke to and about people with warmth. They acknowledged people’s individuality and respected their dignity.People were supported to remain as independent as possible and were involved in choices and at the centre of their support.

People's rooms were personalised and prepared ready for their stay. The complaints procedure was displayed in the main entrance, and people were supported to talk about any worries they might have. People had access to places of interest, and outside space. One staff member said, “People go out and about when they are here. Some like board games and arts and crafts. It's like a hotel really, it's their [people’s] holiday home.”

The provider’s values were discussed at staff meetings and staff were familiar with them. Audits were carried out to ensure issues were identified and actions taken to minimise reoccurrence. All staff had a lead responsibility and led on topics such as health and safety, hoists, fire safety, and medication. This system involved staff in the management of the service. Staff and leaders learnt from safety events and took action to improve the service. Staff told us they were supported by the registered manager.