The inspection took place on the 28 September 2016. The provider was given 24 hours’ notice of the inspection, as this is a community service where people are often out during the day and we needed to make sure that the registered manager would be available to meet us. This was the first inspection of the service.

The service is a community service registered to provide care and support to people in their own homes, who live in the Derbyshire Dales and Amber Valley areas of Derbyshire. There were 35 people using the service on the day of inspection.

There was a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

People were safe from harm or abuse as staff had the knowledge and skills to safeguard them from harm. Risks were identified and managed in a way that kept people safe, whilst still promoting their independence and rights. There were sufficient staff available to provide the care that people needed as well as having time to talk and get-to-know people, which promoted their wellbeing.

People were cared for effectively, by staff who had the skills and knowledge to meet their individual needs. Staff received training and information on how to care for people with different health conditions. Staff were supported by the policies and processes in place and by the registered manager who was available for advice, support and guidance. Staff understood and followed the principles of the Mental Capacity Act 2005 (MCA) and ensured people understood and consented to their care. People were supported to maintain a healthy balanced diet and to access community healthcare services where required.

People developed positive relationships with staff who cared for them and told us they looked forward to their visits. Staff enjoyed their roles and demonstrated compassion for the people they cared for. People were included in decisions about their care and staff listened to their ideas and preferences. Staff promoted people’s dignity and independence, and encouraged people to do as much as possible themselves during visits, whilst it was safe to do so.

Staff took time to get-to-know individuals and their life stories, preferences and aspirations. This enabled them to provide a personalised service for people based on their individual needs and abilities. People and staff were matched for suitability of character and personality as well as the skills of the carer, this enabled people to build trust and develop positive relationships with the staff who cared for them. People were consulted about their care experience and improvements were made where required.

The management team had an open and inclusive management style, where people and staff felt valued and empowered, to raise concerns or make suggestions on how to develop the service. There were positive links with the local community and the service operated from a ‘shop front’ office which enabled people to drop-in to see the staff or to enquire about care for a family member. There was good visible and accountable management and leadership of the service and a willingness to improve by the staff and management team. The quality assurance systems in place, provided opportunity for improvements to be identified and addressed. The management team were keen to develop the service, improve the quality of the care people experienced and had the knowledge and skills to do so.