Astley Grange

The provider ensured there were enough appropriately skilled staff to meet people’s needs and keep them safe. People could communicate with staff and understand information given to them because staff supported people consistently and understood their individual communication needs. People’s physical, mental and social needs were holistically assessed. Care was based on current best practice and delivered in a coordinated way with involvement from other relevant organisations.

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. Staff carried out risk assessments and regularly reviewed these. Staff responded appropriately to changing risks, including deteriorating health and any medical emergencies. Care was delivered with compassion and respect. Staff promoted independence and supported people to make their own choices, encouraging active involvement in day-to-day decisions, where possible. The registered manager reviewed feedback for trends and shared learning across the team to improve service delivery.

There was an open and transparent culture within the management team with a focus on providing good care. People and those important to them were involved in planning their care, where possible. Good communication and the active involvement of the registered manager ensured any risk of a closed culture was minimised. Local partners in health and social care were positive about the culture of the service.

The service was led by a committed registered manager. Staff described a positive and open culture where they felt supported and able to raise concerns or suggestions. The provider had established quality assurance and governance arrangements, ensuring consistent oversight and good standards of care. Concerns and complaints were managed appropriately.