Healing Touch Care Limited

Care plans had been co-produced with people and were holistic, but some had not always been updated in a timely manner when people's needs changed. People were supported by staff who had received an induction period which included the completion of the Care Certificate. This helped to prepare them for their role. There was a lack of records available to evidence shadowing, competency assessments and spot checks and we have made a recommendation about this. People's nutritional needs were met, and staff worked collaboratively with health and social care professionals to support people with their healthcare needs.

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. Staff empowered people to make own decisions about their care and support and consent was sought in line with legislation.

Care was very person-centred and promoted people's dignity, privacy and human rights. People received kind and compassionate care from staff who understood their individual needs.

Care planning was focused on people's individual needs and preferences and provided information about the tasks staff needed to perform at each visit and how the person liked these to be completed. Staff understood the importance of developing a strong bond with those they supported. People's communication needs had been assessed and planned for. A complaints policy was in place although no complaints had been received. The registered manager understood the important of ensuring people had a comfortable and pain free death.

The registered manager had a clear vision for the direction of the service and a desire for people to have the

best quality care and achieve the best possible outcomes. They were clearly committed to their role and had a clear understanding of people's needs and of the service they managed. The care and support being provided helped to promote people's quality of life and to achieve good outcomes for people. The provider and registered manager encouraged an open and honest culture. The registered manager evaluated the quality of support and sought feedback from people and staff and used this to improve the service. The leadership team engaged with a number of local forums and organisations to develop their knowledge, improve care for people using their service and the wider health and social care system.