Nuliving Homecare

People's needs and choices were identified and met. Staff training was monitored, staff were supported to develop and received regular supervisions and competency checks. Where necessary people were supported and encouraged to eat and drink. Information sharing with other professionals was robust and ensured people's health needs were monitored and met. People had consented to all aspects of their care and support. Staff were knowledgeable about the Mental Capacity Act (MCA). 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.

Information in care documents showed people were treated with kindness and dignity. Robust checks were in place to ensure staff supported people with care. Care plans were person-centred and people had been involved in producing these. Care plans supported people's requests for privacy and dignity.

Care plans documented people's individual preferences and choices. Care notes showed these were respected and met. Prompt action was taken on people's concerns, these were well-documented, responded to and remedial action, where necessary, was taken.

A robust structure for ensuring staff delivered care within the organisation's culture and values was in place. The governance framework was clear about staff responsibilities, and this was translated across all aspects of the service. Actions, responsibilities, time-frames and outcomes were clearly documented and tracked. Regular engagement took place with people, relatives and staff. Consideration was given to learning and ensuring continuous improvement from this. The registered manager and staff were proactive in developing relationships with partner organisations.