Helpers Avenue

People's care plans were detailed and provided staff with comprehensive guidance on how to meet people's needs. Staff supported people with 'make a difference days'. These were additional care calls where staff supported people to do or achieve things they wouldn't otherwise be able to. For example, a meal with their family, or a specific activity.

Staff were friendly, caring and thoughtful, which reflected the provider's values of person-centred care. Staff treated people with the utmost respect and had embedded privacy and dignity into their working practice. There was a strong recognition that people were individuals. Staff spoke passionately about providing people with excellent, person-centred care.

People felt safe receiving the service and were protected from avoidable harm by a staff team trained and confident to recognise and report any concerns. People received their medicines at the right times. Staff had the time to ensure people's needs were met safely, and in a way that suited them. People received care from a small team of staff who were well trained and very well supported. Staff worked well together and with external care professionals to ensure people received the care and support they needed.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible. The policies and systems in the service supported this practice. People were involved in making decisions about their care and support. Where people needed additional support to make decisions, staff referred people to external advocates.

Systems were in place to deal with any concerns or complaints. The registered manager told us they tried to address any concerns at an early stage, thereby resolving issues before they became complaints.

The provider and registered manager were experienced leaders who were committed to involving people, relatives, staff and other stakeholders in the development of the service. Audits and quality monitoring checks helped drive forward improvements in the service. We received positive feedback about the way the service was managed. Everyone said the registered manager and staff were approachable and accessible.

The service had developed links with the local community and looked for ways to contribute to the local community. The registered manager looked for ways to continuously improve and develop the service. Staff were proud to work for the service and worked in partnership with external professionals.