Archived: Dimensions North London Domiciliary Care Office

We looked at five care plans. One care plan belonged to a person who was nonverbal. We saw that it contained a section called 'how I express myself' and advised staff, for example, that when the person rubbed their chin this indicated that they wanted to have a shave.

We looked at training records of 10 members of staff and saw that they were all up to date regarding safeguarding training.

People were cared for by staff who were supported to deliver care and treatment safely and to an appropriate standard. We spoke with eight relatives. They told us that, in their opinion, staff had the necessary skill and training required to do the job. One relative observed that 'staff regularly attend training.'

The provider took account of complaints and comments to improve the service. We were told that relatives and people using the service were routinely asked to contribute to staff members' annual performance appraisal. We looked at two staff appraisal records and saw that peoples' and relatives' feedback included statements such as 'she turns up when expected' and 'I have the support I expect.'

Care and support was planned and delivered to ensure people's safety and welfare. A relative told us they were 'extremely pleased' with the care their family member received and that carers were 'very sensitive' to the person's needs.

People who use the service were protected from the risk of abuse, because the provider had taken reasonable steps to identify the possibility of abuse and prevent it from happening. Service users and relatives we spoke with said they felt safe where they lived. Staff could describe the types of abuse and what to do if they spotted it.

Training was up to date. Its scope and quality was regularly reviewed and action had been taken on autism and epilepsy training as a result. Carers felt managers listened to them and were supportive.

The provider used several methods to assess and review the quality of services people received. These included random spot checks at different times of the day and regular audit visits. Service improvement plans were put in place and a performance coach worked with staff on identified issues.