Joint Community Rehabilitation Service

Staff induction was comprehensive and involved staff completing a probationary year before being fully signed off. Ongoing support was provided through supervision and appraisal meetings. Ongoing training was provided and in addition to mandatory courses, staff were able to choose training courses that they felt would help them develop. People were supported to access health and social care professionals and care calls were adapted to fit around people's appointments. Staff had been trained in mental capacity and were aware of the importance of consent and choice. 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.

People using the service were treated with respect and dignity. Comments from people included: "Went well beyond what I'd expected," "They are 100%. Perfect" and "Without their help I wouldn't be at home now." People's privacy was respected but their safety never compromised. Staff supported people to regain their confidence and independence with personal care and tasks around their homes.

Despite the relatively quick turnover of people using the service, staff knew people well. Care and support were person-centred, and this was reflected in people's care plans. A complaints process was in place and accessible to everyone using the service, a copy of the policy and process was left in people's homes. There was a process for dealing with minor issues and concerns and those received had been dealt with appropriately. Staff had received training in end of life care.

The registered manager fostered a positive culture across the service. They were aware of their responsibilities under the duty of candour. A new computer system was being introduced which made recording visits much more efficient for staff. People and staff were provided a variety of ways to feed back about the service and we saw that the service management listened to feedback and made changes when appropriate. Audits were carried out and often these were done across all three JCR services in East Sussex which provided managers an opportunity for sharing best practice across the service. JCR had established positive working relationships with local hospitals, GP's community nurses and other key local authority services.