This inspection took place on 10 June 2015. It was an announced inspection. The last inspection took place on 20 September 2013 and the service was meeting the regulations we assessed.
The service had a registered manager. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.
At the time of our inspection there were 38 people who received a service from the agency. The service also provided 24 hour, live in, care to four people who lived in the local community. People who used the service were mainly older people living with dementia, Parkinson’s and other neurological conditions.
People told us they felt safe and trusted the care staff who came into their home to support them. Care staff demonstrated a good understanding of how to safeguard adults at risk of harm. The safeguarding policy was up to date and included recent changes to legislation following the introduction of the Care Act, 2014. This meant staff had the most up to date guidance to help them safeguard people. Appropriate risk assessments were in place to reduce the risk of harm.
There were enough staff to provide the support people required, we saw gaps were left in the rota to allow care staff adequate time to travel to see the next person. People were supported by a consistent team of staff and told us they were reliable. The service had effective and robust systems in place to recruit staff.
People were supported to have their medicines safely. Staff were trained and the medication policy was based on good practice guidelines.
People spoke highly of the care staff and told us they were skilled and well trained. We saw the service had a comprehensive induction programme in place and worked hard to assure themselves people were equipped to deliver a high standard of care. Care staff had access to ongoing training, supervision and had a personal development plan.
The service provided good care for people living with dementia. Care staff had specific training to support them to understand how to help people with dementia live well. They worked in partnership with organisations to ensure they kept up to date with good practice in dementia care.
People were supported to have a good diet. Care staff identified concerns regarding weight loss and sought advice from health care professionals. Every time a new person started with the service the care co-ordinator contacted their doctor to let them know they were involved. This meant they were proactive in developing relationships with health care professionals.
The service was working to the principles of the Mental Capacity Act, 2005 and care staff supported people to make their own choices about their care.
People told us the care they received was excellent and that care staff went that extra mile. Care staff spoke with passion about delivering a good standard of care. They told us they would be happy for their family member to receive care from the service. There was a focus on maintaining people’s independence and people’s confidentiality was respected.
Care was planned and delivered in partnership with people and their families. Care plans were person centred and focused on people’s well-being and social activity rather than a task centred approach to care. Care was reviewed on a regular basis. There was a strong focus on reducing social isolation and people were supported to be involved in their community.
People knew how to make complaints. The service investigated complaints thoroughly and was keen to improve the service.
People told us the service was well-led and that the ethos of the service was about ensuring a high standard of care. Care staff told us they enjoyed working for the organisation and felt very well supported.
There was a leadership team who were committed to delivering a good service. They held regular meetings and had effective systems in place to assure themselves they were delivering a high quality standard of care.
The leadership team had an appetite to continually improve the service; one example of this was their focus on work to develop specialist skills, knowledge and partnership links around end of life care.
There was a high response rate to the customer questionnaire and a high percentage of people thought the service had improved their quality of life.