Home Instead Canary Wharf

The service benefitted from outstanding leadership. People using the service and their relatives told us that the service was extremely well managed and praised the high level of care and support they received from the management team which improved their quality of life.

The management team and staff applied the provider's vision of person centred care. People benefitted from motivated staff that were committed to their work and shared the provider's values. Staff were extremely positive about the open and honest culture of the service and praised the level of support they received from the management team to carry out their responsibilities.

The management team were dedicated to provide a high quality service and worked in partnership with other organisations. The registered manager had been proactive in working to create a dementia friendly community and was involved in delivering information awareness sessions.

People using the service and their relatives told us they felt safe using the service and staff had a good understanding of how to identify and report any concerns. Staff were confident that any concerns would be investigated and dealt with.

Risks to people were identified during an initial assessment with detailed guidance and control measures in place to enable staff to support people safely.

People who required support with their medicines received them safely and all staff had completed assessments and training in the safe administration of medicines.

Robust staff recruitment processes were in place and staff underwent the necessary checks to ensure they were suitable to work with people using the service. People were assigned regular care workers to ensure consistent levels of care.

The management team understood the legal requirements of the Mental Capacity Act 2005 (MCA) and staff took the necessary action if they had concerns about people's capacity.

Care workers received a comprehensive induction and training programme to support them in meeting people's needs. They were introduced to people before starting work with them and shadowed more experienced staff before they started to deliver personal care. Staff felt supported and spoke positively about the content of training and supervision they received.

People's nutritional needs were recorded in their care plans and staff were aware of the level of support required, with further guidance available for people who needed extra support. People were supported to maintain their health and well-being through access to health and social care professionals, such as GPs, occupational therapists and the community mental health team.

Care was personalised to meet people's individual needs and was reviewed if there were any significant changes. We saw evidence that people's views were sought and they were involved in the planning of their care. An initial needs assessment was completed from which care plans and risk assessments were developed.

People were provided with information on how to make a complaint and felt comfortable raising concerns if they needed to.

There were effective quality assurance systems in place to monitor the quality of the service provided, understand the experiences of people who used the service and identify any concerns. The management team were committed to a culture of continual improvement within the service and felt fully supported by the provider.

The five questions we ask about services and what we found