Note29 Jan 2020
Open, honest culture with robust audit systems and shared learning from incidents
Note29 Jan 2020
Effective complaints handling with accessible information and responsive management
Note29 Jan 2020
People's dignity, privacy and independence were actively promoted
Note29 Jan 2020
Person-centred, detailed care plans reflecting individual preferences, hobbies and needs
Note29 Jan 2020
Strong understanding and application of Mental Capacity Act principles across staff
Note29 Jan 2020
Staff received induction, regular training, supervision, appraisals and observation of practice
Note29 Jan 2020
Medicines administered as prescribed with regular staff competency checks
Note29 Jan 2020
Safe recruitment processes including DBS checks and employment references
Note29 Jan 2020
Sufficient staffing levels with stable staff group and dependency-based deployment
Note29 Jan 2020
People felt safe and staff could identify and report safeguarding concerns to appropriate authorities
Note29 Jan 2020
Innovative, person-centred problem solving by the registered manager to support individuals with complex needs
Note29 Jan 2020
Continuous quality improvement driven by regular audits modelled on CQC's five inspection domains
Note29 Jan 2020
People's independence actively promoted and individual preferences respected and documented in care plans
Note29 Jan 2020
Strong partnership working with external agencies including GPs, district nurses, social services and local authority
Note29 Jan 2020
Proactive incident learning shared across all provider services via 'serious incident briefings'
Note29 Jan 2020
Robust medicines management with regular competency assessments for administering staff
Note29 Jan 2020
Staff empowered through lead roles, fostering accountability and ownership in service delivery
Note29 Jan 2020
Exceptionally well-led by a highly motivated registered manager who promoted a person-centred, open and inclusive culture