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Archived: The Nightingale Centre Good

The provider of this service changed - see old profile

This service is now registered at a different address - see new profile

Inspection Summary

Overall summary & rating


Updated 19 December 2014

We carried out this inspection under Section 60 of the Health and Social Care Act 2012 as part of our regulatory functions. This inspection was planned to check whether the provider is meeting the legal requirements and regulations associated with the Health and Social Care Act 2012, and to pilot a new inspection process being introduced by Care Quality Commission (CQC) which looks at the overall quality of the service.

The inspection was announced. This meant that the provider and managers knew that we were planning to carry out the inspection.

Our last scheduled inspection of this service was on 29 October 2013 where we found that all the standards we inspected had been met.

The Nightingale Centre is a domiciliary care agency that provides care and support to people living in their own homes. At the time of the inspection, 53 people were receiving care and support.

There was a registered manager in place. A registered manager is a person who has registered with the CQC to manage the service and shares the legal responsibility for meeting the requirements of the law; as does the provider.

From our conversations with people and relatives it was evident the culture of the service was built around the person and their individual needs. People received care from kind and compassionate staff who understood their preferences and went out of their way to provide care and support that met their needs.

People who used the service and their relatives told us that they felt safe, listened to, that their independence was encouraged and that the staff were respectful to them. They also told us they found the staff and management approachable and could speak to them if they were concerned about anything and had confidence that their concerns would be dealt with.

Staff had been trained and had the skills and knowledge to provide support to the people they cared for. They understood the requirements of the Mental Capacity Act 2005 which meant they were working within the law to support people who may lack capacity to make their own decisions.

Staff helped people to access healthcare professionals when they became unwell or required specialist help. This included referral to other services such as the fire service, advocacy services or services to reduce the risk of social isolation to help improve people’s safety and quality of life.

The staff were happy working at the service and told us the management team and the provider were supportive, that they listened to them and that changes in care practice were implemented when concerns had been raised. The provider had taken steps to keep their knowledge about care and support services up to date so that they could implement best practice within the service and had invested in technology so they could monitor and improve the quality of the service they provided.

Inspection areas



Updated 19 December 2014

The service was safe.

Staff knew how to reduce the risk of people experiencing abuse and how to manage risks to people’s safety.

Staff demonstrated a good knowledge of the Mental Capacity Act 2005 which meant that they worked within the law when supporting people who lacked capacity to make decisions for themselves.

There were enough staff to provide care to people when they needed it and the provider had made sure that staff were of good character and safe to work with people before they employed them.



Updated 19 December 2014

The service was effective. 

Staff had received training that gave them the knowledge and skills they needed to provide good quality support to people. 

People were supported with their nutrition and hydration and to maintain their health.



Updated 19 December 2014

The service was caring. 

Staff were kind and compassionate. They respected people, maintained their dignity and encouraged them to remain independent. Staff knew the people they cared for well and had formed strong and supportive relationships with them which meant that on occasions, they went above and beyond what was expected of them when providing them with care. 

People and relatives were able to make decisions about their care and they were listened to.



Updated 19 December 2014

The service was responsive. 

People who used the service and their relatives could get in contact with staff in the main office if there was a problem that needed to be resolved. They were confident that any concerns would be dealt with quickly. Staff arrived on time to provide the care that was expected. 

The provider was pro-active in identifying and setting up other services that people could access to maintain their safety and enhance their wellbeing.



Updated 19 December 2014

The service was well-led. 

People knew who the management team were and how to contact the main office if they needed to.  

The provider had embedded a culture amongst the staff that put the person first. Staff demonstrated they worked in a way where subjects such as dignity, respect and independence were important. 

Staff were happy working for the service and could raise concerns and challenge practice without fear. The quality of the service was monitored regularly and the provider sought advice from outside services to help them improve the running of the service.