The Paddocks

The service had effective systems to keep people safe and promote learning, with audits of incidents and environmental checks driving continuous improvement. Staff described an open culture where learning was shared, and people were supported safely through proactive risk management and up-to-date risk assessments. The service operated in line with the Mental Capacity Act 2005, with appropriate oversight of DoLS authorisations and no evidence of unlawful restrictions. Staffing levels were sufficient to meet people's needs, recruitment processes were safe, and staff were fully trained and competent. Medicines were managed safely in line with best practice, with consideration of developing more personalised approaches.

The service had effective processes for assessing, planning and reviewing care to ensure people's needs were met. Assessments were regularly updated and informed personalised support plans, with people and their relatives involved wherever possible. Staff delivered evidence-based support using recognised approaches, including Positive Behaviour Support (PBS), STOMP principles and guidance from health professionals such as Speech and Language Therapists. Support was regularly monitored against agreed outcomes to ensure it remained relevant and effective. The service also promoted people's rights through a commitment to consent and decision-making, with capacity assessments completed where required and best interest decisions clearly recorded, including who was involved and the rationale for decisions made.

The service demonstrated a caring culture where people were treated with kindness, compassion and dignity. Positive and respectful relationships between people and staff were evident, with staff providing support in a patient, compassionate and person-centred way. New staff were supported to get to know people well, helping to build trusting relationships and deliver personalised care. The service respected people's privacy and independence and considered opportunities to further enhance these. People were encouraged to maintain relationships with family and friends, take part in meaningful activities and pursue their interests. Staff actively promoted independence by supporting people to participate in everyday tasks, creating an inclusive environment that respected individuality and promoted well-being.

The service provided person-centred support tailored to people's individual needs, preferences and aspirations. Key worker arrangements helped ensure support remained responsive to changing needs, and people and their relatives were actively involved in planning and reviewing care wherever possible. The service sought and valued feedback, with relatives reporting they felt involved in their loved one's support. Staff used people's preferred communication methods to encourage meaningful involvement in decisions about their daily lives and support. Equality, diversity, human rights and inclusion were actively promoted, with staff demonstrating a good understanding of how to identify and address inequalities to ensure people received fair, responsive and personalised support that met their individual needs.

The service demonstrated a person-centred culture, with staff showing a clear understanding of the service's values and a commitment to supporting people to live meaningful, enjoyable and fulfilling lives. Effective governance systems were in place to monitor quality and safety, with regular audits, action plans and provider oversight arrangements driving improvement. Business continuity plans supported preparedness and a coordinated response to emergencies. The service also demonstrated a commitment to learning, innovation and continuous improvement, with a culture focused on enhancing outcomes and experiences for people living at The Paddocks.