The Haven

“The organisation had no specific policy in relating to the use of cameras. Documentation held in relation to the use of a camera for one person contained conflicting advice about when it should be used. The registered manager acknowledged this and agreed to make this clearer on all documentation.”

“Staff knew people very well and respected the choices and decisions they made. When needed, staff used easy read documentation, social stories, Makaton (a form of sign language) or objects of reference to aid communication and to help people make informed decisions.”

“People received one to one staff support and when needed for one person this was increased. Processes were in place to ensure medicines were managed safely, and specialist advice from health and social care professionals could be accessed when needed. There were safe systems for the recruitment of staff and good induction processes. Staff attended training to fulfil their duties and had opportunities to develop their knowledge and skills. Staff felt confident raising concerns.”

“Staff worked well with partner organisations to improve people’s care and uphold their rights, helping to ensure people’s needs were consistently met. There were systems both internally and externally to regularly monitor the quality and safety of the care being provided. The management team were open and transparent, taking action whenever improvements were required.”

“The registered manager and deputy manager were committed to the development of the service to support people to lead their best lives. They worked closely with people, relatives and staff to develop plans and progress improvements agreed. The culture was inclusive and supported very good communication at all levels.”