Zeno Limited

People received safe care, which met their needs. Staff received regular training and supervision and told us they felt supported in their roles. People’s homes were clean, well maintained and where needed had been adapted to keep people safe whilst supporting their autonomy. Accidents, incidents and complaints were logged and reviewed to identify patterns and trends and consider any lessons learned. The provider employed a graded transition approach, to support people to safely and effectively move into the service from their previous care provider. Relatives were complimentary about how smooth the transition process was. Enough staff were deployed to meet the needs of people and support them to complete their chosen, social, leisure and vocational activities. People received their medicines on time from staff who had been trained and assessed as competent.

Staff sought people’s consent in ways which were accessible to the person. Decisions were made in people’s best interest and line with the Mental Capacity Act. Detailed assessments were completed prior to people moving to the service, to ensure their needs could be met and the environment was suitable. People were supported to consider aspirations and set goals, with staff keeping clear records of people’s progress and achievements. The provider worked closely and collaboratively with people, relatives and professionals, to ensure care was effective and to receive feedback on how they could improve. People were supported to remain in good health and attend any required medical appointments. People were encouraged and supported to eat a balanced diet, and where possible supported to be involved in meal planning and preparation.

Staff were described as kind, caring and compassionate. They treated people as individuals and promoted their independence. Staff knew people well and had formed positive relationships, which helped ensure care was person centred, and based around people’s needs and wishes. Clear guidance was in place to support staff to effectively communicate with people, and ensure people’s voices were heard. Staff wellness was considered, with a number of processes in place to support this, including access to a private health and wellbeing service.

A range of audits and governance processes were in place to assess the safety and effectiveness of the care and support provided. Provider level oversight ensured governance processes were completed consistently. Action plans were used to help monitor and drive improvements. The views of people, relatives and staff were sought through questionnaires and surveys. Cultural reviews were completed with staff, with an external compliance company involved in this process. Staff and relatives provided positive feedback about how the service was run. Managers were described as approachable and supportive. Staff told us they knew how to ‘speak up’ should they have any concerns or witness poor practice, and would feel comfortable doing so.