Social Care Reablement

We checked whether the service was working within the principles of the Mental Capacity Act 2005 (MCA). People were not subject to unlawful or excessive restrictions they had choice, control and freedom over their lives. The service did not usually support people who were unable to make specific decisions about their care. Staff and management demonstrated a good understanding of the MCA.

People were protected and kept safe. There were effective systems in place to safeguard people from abuse. Staff knew how to recognise and report safeguarding concerns and were confident these would be acted on appropriately. A staff member said, “If we have concerns about anyone they are straight on it.” Accidents and incidents were monitored and investigated appropriately. Lessons learnt were shared with staff to prevent them from happening again. Staff identified and managed risks whilst ensuring people maintained their independence and quality of life. Where staff identified additional support or equipment was needed to reduce risk, this was actioned.

People were supported by enough staff who had the skills and knowledge to support them safely. The service had a safe staff recruitment system. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff said, “Our training is very good, lots of training to keep us up to date” and “The training I have received is excellent.” The registered manager told us they had planned training in additional areas such as mental health, dementia, and end of life. Medicines were administered safely and there were systems in place to ensure the environment was safe.

People’s needs were assessed before they began to use the service and regularly reviewed. People were involved in decisions about their care. Their views were listened to when assessments were carried out. Each person had a reablement plan with goals to support them to regain their independence.Staff worked with a range of health professionals to ensure people’s needs were met. This included GPs, nurses, and occupational therapists. Staff raised concerns about people’s health quickly. They worked with all agencies involved in people’s care for the best outcomes.

Staff told us they respected people’s choices and values and were respectful when providing care in their homes. Staff supported people to maintain as much independence as possible. A staff member said, “I get a real fulfilment out of it, seeing clients becoming independent through our help and expertise and they appreciate it.” A health professional said, “Staff consistently appear to treat people with dignity, respect, and compassion. They provide person-centred support and encourage individuals to be actively involved in decisions about their care and reablement goals.”

People’s care was provided in a person-centred way. Care records contained a good level of detail. People received care from a consistent staff team who knew them well. People had the opportunity to share their views and give feedback during visits, spot checks, care reviews, and surveys. People and relatives told us they felt able to raise any issues or concerns. For example, where the service had received a complaint, this had been thoroughly investigated, action was taken and lessons learned. Staff and the management team understood people had a right to be treated equally, fairly, and to receive care and support that met their specific needs.

The service had clear vision and values, which focussed on providing a service of the highest quality to improve and sustain people’s overall quality of life. Staff told us they enjoyed their work and felt supported by the management team. Staff said, “I am impressed with (registered manager’s name) confidence and passion for Social Care Reablement and their care for all the team. This is a very well led service” and “I feel we are given a lot of praise for the work we do, and made to feel valued as an individual and as part of a team.”

The registered manager was aware of their responsibilities and worked to ensure the service operated to a high standard. There were systems and processes to support operational oversight, identify issues, and drive improvement. The service had recently been through a number of changes. For example, referrals now came directly to the service and there had been an increase in the number of people using the service. A staff member said, “I am proud of the team for its responsiveness and resilience regarding these changes” and “I believe the positive dynamics of the team contribute heavily to the overall smooth running of the service.” The service had also moved from paper records to electronic records. A staff member said, “We have seen some exciting changes which have helped the service like moving across to electronic record and clearer recording. I feel we are moving in a very good direction and we have very good strategies in place and it enhances what we are doing already.”

A health professional told us the service had recently improved saying, “There is now a stronger sense of partnership working, with shared goals around achieving the best outcomes for people. Communication is open and constructive, and any issues that arise are addressed quickly and professionally. The service has become much more collaborative, and this has had a positive impact on joint working across teams.”