Kiln Lodge

People's care planning records contained detailed risk assessments linked to their needs. There were mostly safe medicines administration, management and storage systems in place. The provider and manager were in the process of embedding more robust systems and protocols in relation to medicines management and administration. The provider had processes in place to learn from incidents and accidents. There were sufficient staff to meet people's needs and keep them safe.

People were supported to have maximum choice and control of their lives and staff them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice. People and their relatives felt staff were well trained. We found that supervisions, appraisals and team meetings had not been completed consistently but that there had been an improvement since the manager had been in post.

People and their relatives told us that the food was good. People were encouraged to maintain a healthy, balanced diet, based on their individual needs and could access food and drink when they wanted to. Staff involved people, and where appropriate, their relatives to ensure people received effective health care support.

People, their relatives and professionals were positive about the quality of care and support people received. We saw a warm and caring approach by staff with positive and kind interactions between staff and people. Staff spoke about people with genuine interest and affection. There was a strong emphasis on promoting people's independence and people's private information was kept confidential.

Care plans were personalised, and each person's preferred personal care routines were detailed and incorporated their preferences. We observed most staff were unhurried and spent time interacting with people and were focused on the well-being of each individual. People and their relatives were positive about the activities available. People and relatives knew how to complain if they needed to and felt they would be listened to.

The service was led by a management team whose passion and drive to deliver a good service, leading by example, was evident. The manager promoted an inclusive, value based and positive culture and were

committed to developing and valuing staff. The provider and manager had established links with external agencies ensuring successful partnership working. The manager and provider had quality assurance procedures to drive on-going improvements that were not always effective.