The Cornerstone

People were protected from the risk of harm and abuse. Staff understood how to report concerns and to whom.

People were involved with managing their care and support, including risks.

Staff were provided with clear guidance to support people safely. There were enough trained and skilled staff to support people. Medicines were managed safely.

There was a person centred approach to the care planning and support given. Care plans included information about people's preferences and were in an easy to read format. This made it easy for people to understand them. Staff told us people were supported to be involved in their care plans and made contributions to them. People were supported to access advocacy when appropriate.

We saw staff supporting people in a caring and supportive way. Staff involved people in their care and sought their consent prior to carrying out tasks.

People appeared comfortable in the presence of staff and interacted well together. Mini goals were set with people to achieve their outcomes. This included, for example doing more activities and maintain contact with family members

Families and friends were welcome at the service and involved as partners in their relatives care and support. A big emphasis was placed on people being at the centre of their care and support.

We saw that staff respected people and their own private space. We observed staff knock on bedroom doors and ask if they could enter, waited for a response and then enter following an invitation. They then introduced themselves and informed the person what they wanted to discuss or do.

Support plans included how people communicate and how they express their feelings.

People had person centred planning meetings to ensure their outcomes were identified and their voices heard. These included holidays, one to one support, developing friendships and maintaining contact with relatives and friends.

There was an open culture where people were encouraged to voice their views and opinions and they felt safe to do so.

People were involved in care planning and organising their own activities and support.

Tenant's meetings, personal meetings and resident’s forums took place.

Open conversation was encouraged at The Cornerstone and there is a dining area which is like the hub of the service. Here people chatted to each other and as topics are discussed staff asked what would people like to see and how can this be improved.

Family feedback through family audits highlighted that the care team on occasions do not communicate around weekly tea visits. The manager spoke to family concerned and also put it on team meeting agendas to raise awareness within the staff team.

Audits were carried out that covered health and safety, medication, infection control, care plans, planned refurbishment, repairs, supervision, communication to families and professionals. Audits were more in depth in the supported living environments and the registered manager acknowledged this. Concerns and complaints are dealt with via communication and staff meetings.

The management team consisted of the registered manager who was supported by a deputy manager and a house manager.The house manager oversees the residential unit and the deputy manager oversees the supported living services.

The management team were aware of their roles and responsibilities. This included the knowledge of incidents which needed to be reported to CQC as a notification. Safeguarding concerns were reported to CQC and the local authority.