Cambian Whinfell Shap Road

People's experience of using this service: The care service had been developed and designed in line with values that underpin the Registering the Right Support and other best practice guidance. These values include choice, promotion of independence and inclusion. People with learning disabilities and autism using the service can live as ordinary a life as any citizen. Staff were highly skilled in supporting people to lead meaningful lives of their choosing.

Since the last inspection people's life opportunities and quality of life had greatly improved. This was because of the service's commitment in ensuring each person had an individualised support plan that had a focus on creative ways of communicating with them. People were now fully engaged and empowered in setting their own goals and aspirations.

People told us that staff focused on them having as many opportunities as possible for them to gain new skills and become more independent. Relatives told us that the staff team were "phenomenal" and "Absolutely fantastic" in their understanding of supporting autistic people. One relative said that the input had been life changing for their relative and they were "over the moon" with the progress made. They said, "For the first time ever [name] is now making decisions and is in control of his life."

The service used nationally recognised best practice to devise their own solutions to support autistic people. Some people, with the use of technology and staff trained in understanding the support needs of autistic people, had begun to communicate their wishes for the first time. This meant that people were more in control as they had been given ways to express their views to influence how they wanted staff to support them.

The use of technology and a host of communication aids had become a key feature of the service. The registered manager was highly trained and skilled in this area and had shared these skills and knowledge with the staff team, who had fully embraced these new ideas and solutions.

People were therefore helped to exercise control and choice over their lives being supported to consent to care and to make decisions. The principles of the Mental Capacity Act (MCA) 2005 were very well understood by the staff team which meant people's rights were protected.

People were given creative ways and tools to manage their own behaviours with staff being very clear on the approach to take with people. People told us that they liked the fact they could now manage behaviours that they had previously found difficult. One person told us, "I feel a lot happier now and can let staff know how I'm feeling." Another person said, "I'm much better now with my feelings and can work them out for myself."

People were well supported to have a very active part in the local community and were encouraged to make friendships outside of the home. With enabling support from staff, they were engaged in work placements, college courses, volunteer work, fund raising and regularly took part in sporting and community events.

Keeping people safe had a high profile in the service. A proactive approach gave people as much responsibility as possible for keeping themselves safe from harm, and this included from potential abuse. Numerous strategies, communication methods and aids were used to help people understand about abuse, that included bullying and on reducing risks while out in the community. For example, a story comic strip had been created with people to help prevent bullying.

Supporting people to be in control was carried over to all areas of people's lives including healthcare and healthy lifestyle choices, such as with planning healthy menus. Medicines were safely managed and robust checks were in place to identify and take actions when shortfalls were identified.

Well-developed systems were in place for monitoring quality and safety, and people in the home were supported to play an active role. Where shortfalls or areas for further improvements were identified these were acted upon and used to promote good practice.

Staff were given opportunities for learning, development and reflective practice both individually and as a team, which influenced how the home was developed. Staff were motivated and proud of the success and improvements they had made to people's quality of life.

The registered manager demonstrated a strong and supportive leadership style, seeking feedback to further improve the care and support provided. Staff said they were listened to, were encouraged to try out new ideas and this led to a very rewarding environment to work in.

Relatives, health professionals and social care professionals involved with the home spoke highly of the service, staff and the management team.

More information is in the full report and can be found at www.cqc.org.uk