Khiron Clinics

Improvements were identified in respect of ensuring temperatures were checked to ensure safe storage. Staff used systems and processes to safely administer and record medicines had been received.

People said they felt safe in the service. All staff had training on how to recognise and report abuse and they knew how to identify adults at risk of, or suffering, significant harm. The provider completed risk assessments for each person pre-admission and on arrival, and reviewed these regularly, including after any incident. Managers investigated incidents and shared lessons learned with the whole team and the wider service.

There was a cleaning schedule in place which was up-to-date and showed that the premises were regularly cleaned.

Each person was assessed prior to admission to the clinic and on arrival to ensure they were suitable and safe to be supported by the clinic. Support plans and risk assessments were developed and updated as needed. Support plans reflected the assessed needs, were personalised, holistic and recovery oriented.

Staff had received a full induction, and the registered manager ensured staff kept up to date with their mandatory training which was designed to meet the needs of people.

People were encouraged to take responsibility for planning, preparing, and cooking their own meals. People's individual dietary needs and preferences were respected.

The service ensured people had access to physical healthcare. People could register with a local GP or remain with their own GP's if they preferred. Discharge was carefully planned.

The design, layout, and furnishings of the premises supported people's privacy and dignity.

People were supported to have maximum choice and control of their lives and staff supported them in the

least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

People were treated with compassion and kindness. People said staff treated them well and behaved kindly. Staff understood the individual needs of people and supported them to understand and manage their support needs during their stay. The service involved people in care planning and risk assessment, and they had access to their support plans. Staff followed policy to keep people's information confidential.

We had very positive feedback about the benefits people were experiencing, or had experienced, at the service. These included, "Overall, Khiron has without a doubt saved my life. The care is everything that personalised stands for and I will be forever grateful." External professionals also commented that the service was focused on providing person-centred care and support and achieved exceptional results.

People using the service had access to the local community. The provider had several therapies on offer within their service, for example, mindfulness; meditation; yoga; tai chi and art therapy.

There was a complaints procedure accessible to people and on display around the premises. People knew how to complain or raise concerns.

The service had a positive culture that was person-centred, open, inclusive and empowering, achieving good outcomes for people. Staff said the team worked well together and they all respected each other's views.

Governance processes ensured performance and risk were managed well. The registered manager understood their responsibilities in respect of having a good oversight of the service.

People and staff were encouraged to be involved in the service. All people received a questionnaire on discharge which was collected by the provider's quality assurance officer and fed back into governance meetings to agree any actions.

Staff said they were able to contribute to the running of the service and make suggestions in team meetings. The management team reviewed and shared learning from incidents with the team via meetings and supervision.

We had mostly positive feedback from external professionals. One health body provided some feedback and we have commented on this in the Well Led section of the report.