Caremark Maidstone

People felt safe with staff that knew them well and knew how to meet their needs. Staff received training and knew the action to take if they suspected abuse. Staff followed guidance to reduce risks posed to people. People received consistent support from staff that had been recruited safely. Systems were in place for the event of a member of staff running late.

People's needs were assessed, and person-centred care plans were developed with them. People were involved in their care plan review and changes were made, if necessary. People were at the centre of their care and the service they received. Feedback from people, relatives and staff was sought and acted on.

Medicines were managed safety and people received their medicines as prescribed. Staff followed people's individual care plans which outlined any support they required to manage their medicines. Staff followed guidance to reduce the risk of infection.

Staff had been trained to meet people's needs and felt supported in their role. Staff spoke highly of the support they received from their line manager and the management team. One member of staff said, "I can get hold of them at any time, they get back to you straight away. I think they are an amazing company."

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.

The management team were committed to providing a high-quality service to people with a strive to continuous improvement. Systems were in place to monitor the quality of the service people received.