Caremark (Bristol)

The service worked closely with other professionals and organisations involved in people's care. This was to ensure people with sometimes very complex needs could continue to use the service and as a result stay living at home.

There were many different innovative ways people were supported. These were to prevent the risk of social isolation and enhance the quality of people's lives. The service worked closely with healthcare professionals to provide skilled and very sensitive end of life care.

The providers, who were also the managers of the service, were dynamic and positive leaders. They took a key role conveying values and standards to the team. They did this by seeking ways to continuously improve and in turn lead to positive outcomes for people. The service took a forward-thinking role in the community. They had built up strong links with the local hospital.

Social activities, events and networks were held. People who lived in isolation were encouraged to attend. The service had built up strong links with the community. They regularly supported charity events. The manager always aimed to improve the quality of service. There were effective ways used to seek people's views on the service. The quality of the service was checked and monitored.

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.