Mill Lane

The service was set up prior to the Registering the Right Support guidance. However, the service worked in line with the principles and values that underpin Registering Right Support and other best practice guidance. This ensures that people who use the service can live as full a life as possible and achieve best possible outcomes. The principles reflect the need for people with learning disabilities and, or autism to live meaningful lives that include control, choice and independence. People using the service received planned and co-ordinated person-centred support that was appropriate and inclusive for them.

People's experience of using this service: The outcomes for people using the service reflected the principles and values of Registering the Right Support in the following ways. By staff's promotion of people's choice and control, independence and inclusion. People's support focused on them having as many opportunities as possible for them to gain new skills and becoming more independent.

People at Mill Lane received outstanding care and support by a registered manager and staff team that were committed, passionate and knowledgeable. Staff were creative in helping people to express their views and people were consulted about all aspects of their care and support. People were provided with pictorial guidance and other communication tools to involve them in decisions. These various methods helped staff, alongside the person where possible, identify the persons aspirations and goals and plan the review of each person's care.

Staff were flexible and responsive to people's individual needs and preferences. Often finding creative and innovative ways to help people live a full and meaningful a life as possible. Staff were interested in and found out about people's interests and supported them to maintain these. They knew people well and were skilled at engaging them in activities they enjoyed, including trips out. People lived busy social lives and took part in a wide range of interests, including teaching sign language and paid work that helped promote their confidence and well-being. Engagement in activities and support networks outside of the service was an important part of people's lives. Staff enabled people to take a key role in the local community and were always looking to build further links.

There was a strong recognition from staff that people were individuals. Staff spoke enthusiastically about providing people with high quality, person-centred care. Staff were skilled at recognising when people were feeling vulnerable, needed reassurance and how this was to be given.

People's wishes, ideas, suggestions and concerns were listened to, respected, and acted upon. Staff took time and strove to overcome any obstacles to help people achieve their aspirations and how people wanted to spend their time. This made people feel empowered and valued.

Staff knew how to protect people from risk and harm and how to report concerns. Information was provided in different formats, to help enable people to understand how to report any incidents of harm. Staff identified any accidents and incidents that happened and quick action was taken. Learning was shared with other staff, to reduce the risk of it happening again.

Risk management plans provided detailed information for staff on how to reduce and monitor the risks to people's health and welfare. Equipment and technology was used to increase people's independence and support people's well-being. People were having their medicines as prescribed. Staff were working with external health professionals and current guidance to promote people's well-being.

An advocacy service was available to people to make sure their needs and wishes were communicated and listened to. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible.

People received a kind and compassionate service from staff who knew their care and support needs very well. Staff maintained and promoted people's privacy and dignity and respected their equality and diversity.

People were involved in the recruitment of potential new staff. Staff were trained to meet people's care and support needs and development opportunities were in place for staff to increase their skills and knowledge. Supervisions and competency checks were in place to monitor and develop staff.

The provider and registered manager were experienced, skilled leaders who were committed to involving people, relatives, staff in the development of the service. People, their relatives, representatives, and staff were involved and enabled to make suggestions to improve how the service was run. Audit and governance systems were in place to monitor the service, to drive forward any sustained improvements required. The registered manager and their staff team linked up, communicated and worked with other organisations to ensure people's well-being.