Ashking House

The home had effective infection, prevention and control measures to keep people safe, including good arrangements for keeping the premises clean and hygienic.

Right Care: Staff delivered care in line with information in people's care plans and recognised models of care for people with a learning disability or autistic people. This ensured people were receiving care tailored to them which promoted a good quality of life.

Staff understood people's individual communication styles they had developed a good rapport with them. People were supported to develop and maintain relationships, follow interests and take part in activities that were socially and culturally relevant to them.

People were kept safe from avoidable harm because staff knew them well and understood how to protect them from abuse. Staff had training on how to recognise and report abuse and they knew how to apply it.

The registered manager worked well with other agencies to safeguard people. Investigations into incidents had been used as an opportunity to learn lessons, change practice, and drive improvement. Staff recruitment, induction and training processes promoted safety, including those for agency staff. People were supported by staff who had received a wide range of relevant and good quality training to meet their needs.

Right Culture: There was a positive culture at the home and people benefited from being supported by happy staff and this was reflected in the atmosphere at the home. Staff turnover was very low. People received consistent care from staff who knew them well. Staff told us they enjoyed their job and making a positive difference to someone's life.

The home had effective governance arrangements to assess the quality and safety of the service. These were used to identify and drive improvement. Systems were in place to apologise to people, and those important to them, when things went wrong.