Kingshill

People were protected from the risks of abuse and staff were trusted to keep them safe. Staff had received training in how to safeguard people. Staff were confident to report concerns and were satisfied action would be taken to investigate them.

People's care needs were risk assessed and care plans provided staff with the information they needed to manage the identified risk. Accidents and incidents were recorded and monitored. The provider had appropriate infection prevention and control systems.

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.

Medicines were managed safely. Staff supported people to be independent with taking their medicines. Staff were trained to administer medicines.

Auditing systems had vastly improved and were robust. Governance systems had been revamped.

The provider was passionate about creating a culture of greater understanding and support. People were at the heart of the service. The management team's primary focus was to develop people's skills and confidence and provide them with the tools needed to live more independently. People's quality of life was enhanced by the service's culture of improvement and inclusivity.

The culture of the service was led by a respected registered manager. Staff felt empowered and valued in their roles. They were encouraged to share their ideas and make suggestions. The registered manager sincerely promoted staff well-being.

The service worked closely in partnership with other health and social care organisations and the community to achieve good outcomes for people using the service. Professionals who worked with the

service spoke highly about the registered manager, the staff and the care and support delivered.