Working at Duncan House

The registered manager promoted a caring, positive, transparent and inclusive culture within the service. Staff said they felt very supported by the management team.

People's needs were met by sufficient staff to keep people safe. People received support from staff on a one to one basis and in small groups. This was based on people's individual needs.

Staff had access to training to develop the skills and knowledge they required. Regular supervision, staff meetings and annual appraisals were used to enhance staff knowledge and to support them in developing skills to meet people's specific needs.

The registered manager knew the service and the people living there extremely well. Staff said they felt very supported by the management team. One staff member told us, 'She [registered manager] is always there. She is very supportive and flexible.' However, quality assurance audits were not always effective as they didn't always identify gaps in medication records.

People's activities programmes were highly individual and designed to meet their specific needs. Some people's programmes responded to their choices, moods and well-being on a daily basis. Activities were provided within and outside of the service. People were supported to participate in community activities, as they chose. For example, one person... regularly took trips away, including abroad.