The Mullion

Based on our review of safe, effective and well led the service was able to demonstrate how they were meeting the underpinning principles of Right support, right care, right culture.

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.

The provider's vision and values focused on person-centeredness, being passionate about making a difference to people's lives and ensuring positive outcomes for people. We observed staff understood and cared for people in a manner that was in keeping with these principles.

Staff anticipated and managed risk in a person-centred way, there was a culture of positive risk taking. Staff demonstrated their knowledge of people and how to support them to manage their individual risks. There were appropriate policies and systems in place to protect people from abuse. Staff and the registered manager understood their responsibilities to safeguard people. Accidents and incidents were documented and investigated with action taken to prevent a reoccurrence.

People's needs were assessed, regularly reviewed and included their physical, mental health and social needs. People were supported to maintain contact with their family members and the provider facilitated visits for people living in the home in accordance with government guidance.

People received their medicines safely in line with their preferences and by staff who knew them well. However, we found some records relating to medicines had not always been completed in line with best practice. The provider took action to address this during the inspection.

Staff told us there were enough staff to meet people's needs and we observed safe staffing levels throughout the inspection; staff appeared unhurried and responsive to people. Staffing levels were based on the needs of the people living at the service and were changed in response to people's changing needs. Safe

recruitment processes were in place and people were supported to be involved in recruitment.

People were supported with personalised menu planning and care plans confirmed people's dietary needs had been assessed with support and guidance recorded for the individual. People were supported to see health care professionals according to their needs. The management and staff team worked in partnership with a variety of healthcare professionals and had developed good working relationships which supported positive outcomes for people.

People's rooms were personalised, and people were offered opportunities to be involved in deciding the décor. There was some required maintenance, and some outstanding actions, that once completed would enhance the environment.

Staff were positive about the training they had received. They told us they felt confident and competent in supporting people with their individualised needs. Staff new to the service, including agency staff, were supported with a robust induction programme.

The provider's vision and values focused on person-centeredness, being passionate about making a difference to people's lives and ensuring positive outcomes for people. The registered manager was passionate about person-centred support and deployed staff effectively to ensure they had time to spend with people to meet their needs and to promote their independence.

The provider had systems and processes in place for monitoring the quality of care and to drive improvements. Staff felt included, confident and supported in making suggestions. The registered manager spoke about the importance of valuing staff and strived to be inclusive and supportive.