Abbey House

Based on our review of safe and well led the service was able to demonstrate how they were meeting the underpinning principles of Right support, right care, right culture. The provider was passionate about promoting people's independence and supporting people to develop their skills and reduce restrictions.

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. People were involved in managing their own risks whenever possible. Staff anticipated and managed risk in a person-centred way, there was a culture of positive risk taking

People and relatives gave mixed feedback about whether people always felt safe living at the service. There were times people living at the service experienced emotional distress which impacted on others wellbeing. The provider had implemented strategies and procedures to manage the risks and impact on people. People confirmed they felt safer with the measures the provider had implemented and were regularly asked for their feedback.

People and staff were supported to attend safeguarding training. Staff understood their responsibilities to safeguard people from abuse. There were appropriate policies and systems in place to safeguard people.

People's care and support was provided in a safe, clean, well equipped and well-furnished environment. The environment met peoples sensory and physical needs. There was some maintenance the provider was in the process of carrying out which when completed would enhance the environment.

People told us there were generally enough staff to meet their needs and we observed safe staffing levels throughout the inspection. Most staff confirmed there were enough staff, although agency staff were required to support staffing levels. The provider adjusted staffing levels to meet people's changing needs and supported additional staffing when required. However, some staff felt additional training and support

for night staff would be helpful.

Accidents and incidents were documented and investigated with action taken to prevent a reoccurrence. The provider supported people and staff with debriefs following incidents and opportunities to feedback.

During the inspection staff were relaxed, confident and engaged with people consistently. We observed people being offered choice and being listened to. The registered manager understood the service they managed. They had a vision for the service and for each person who used the service. We observed the open-door policy in place within the service. Throughout the inspection people and staff approached the registered manager and we observed people clearly knew the registered manager.

People worked with managers and staff to develop and improve the service. The registered manager had a service improvement plan in place to drive improvements to the service. 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.

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.