Dimensions South Hampshire Domiciliary Care Office

Not everyone who used the service received personal care. CQC only inspects where people receive personal care. This is help with tasks related to personal hygiene and eating. Where they do we also consider any wider social care provided.

The service was not able to demonstrate how they were meeting some of the underpinning principles of Right support, right care, right culture.

Right Support More needed to be done to ensure that people were consistently supported to be kept safe. Improvements were needed to ensure medicines and risks were managed in a way that ensured the best possible outcomes. Staff needed to ensure people were supported safely to make decisions and record outcomes of best interest decisions staff supported people to have the maximum possible choice, control and independence and they had control over their own lives. Staff supported people to take part in activities and pursue their interests in their local area. Staff enabled people to access specialist health and social care support in the community.

Right Care Managers had not always ensured that risks faced by people had been assessed and planned for. Staff were committed to providing an individualised response to people's needs, but this was at times difficult as there were not always enough permanent staff resulting in a high use of agency staff. People received kind and compassionate care. Staff protected and respected people's privacy and dignity. They understood and responded to their individual needs. Staff understood how to protect people from poor care and abuse. The service worked well with other agencies to do so. Staff had training on how to recognise and report abuse and they knew how to apply it.

Right culture People received good quality care, support and treatment because trained staff could meet their needs and wishes. People's support plans did not always reflect their needs or demonstrate that the person's care had been reviewed. Checks to ensure that records were effective and up to date were not always completed appropriately. Whilst the provider demonstrated a commitment to create a culture of improvement that provided good quality care to people, the success of this approach had been affected by changes in leadership at the service and the high use of agency staff. Staff placed people's wishes, needs and rights at the heart of everything they did. Staff ensured risks of a closed culture were minimised so that people received support based on transparency, respect and inclusivity.