West Lancashire Short Break Services

The following is CQC's published account of its assessment, published 4 September 2025. References to “we” mean CQC. It describes findings at that time.

Date of assessment: 15 to 24 July 2025 . This service provided short breaks to adults living with physical disabilities or learning disabilities, and autistic people.

This provider is required to have a registered manager to oversee the delivery of regulated activities at this location. A registered manager is someone who has registered with the Care Quality Commission to manage the service, and be legally responsible for the quality and safety of care provided and compliance with regulations. At the time of our inspection there was not a registered manager in post, but a new manager had been employed and had applied to register.

We assessed the service against ‘Right support, right care, right culture’. This guidance supported judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choice, independence and access to local communities that most people take from granted.

Incidents were learnt from, safeguarding processes were robust, and action was taken following behavioural incidents to minimise the risk of reoccurrence. Staff supported people through their transition to ensure continuity of care. The environment was designed to support the delivery of safe care and was found to be clean and hygienic. There was generally enough safely recruited and trained staff to meet people’s needs. Systems in place ensured medicines were managed safely.

The service involved people and relatives in creating and reviewing support plans, and staff had a good understanding of current good practice and standards. Information sharing between the team, relatives and other services was good. Staff encouraged people to make healthier choices and supported people to achieve positive outcomes. Staff sought consent prior to care interventions.

Staff treated people, relatives and partners with kindness and respect and knew people, their needs and preferences well. People were supported to use the sensory room or access meaningful activities. Staff understood when people were in pain or distress and acted quickly to minimise this. Workforce wellbeing was prioritised and staff felt valued.The service ensured care was person-centred and staff understood the needs of people with learning disabilities and autistic people, working flexibly with relatives and other services. Clear and transparent information about the service was shared with people and their relatives, and the manager took the time to listen and respond to feedback. The provider ensured excellent equity in access and staff had a good understanding of equality and diversity. People were offered support to help them prepare for important life changes.

There was a positive and caring culture and managers led by example. Staff were encouraged to speak up and were treated fairly. The service worked closely with other local services to share learning and resources. There was good oversight at the service, and the manager expressed a commitment to improving the service and people’s experience.

However, information in people’s support plans and risk assessments was not always robust or contemporaneous, and records relating to consent required a review.