Meadow House

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice. Records to relating to the assessments of people's capacity and best interest decision making, required improvement. The manager and staff worked in partnership with other professionals to support people to maintain their physical and mental health and wellbeing. Staff had been recruited safely and received the training and support they needed to be effective in their roles. People had confidence in the skills and knowledge of the staff who provided their care and support.

People and staff spoke highly of the manager and management oversight of the service had improved. The manager had created an open culture based on trust, respect and teamwork. The open culture encouraged learning when things had gone wrong. People were encouraged to share their views of the service. Further work was needed to ensure feedback was understood and used to drive improvement. The manager had introduced a range of quality monitoring systems and processes. However, further time was needed for these to be fully effective and embedded. The manager and staff team demonstrated their commitment to ensuring people received a quality service that reflected and met each person's individual needs.