Care at Home Reablement Service provides personal care to adults in their own homes who need support to help them live independently. It provides reablement services, usually for up to six weeks, to people who have been discharged from hospital or whose needs have changed. At the time of inspection there were 200 people using the service.

At our last inspection we rated the service good. At this inspection we found the evidence continued to support the rating of good and there was no evidence or information from our inspection and ongoing monitoring that demonstrated serious risks or concerns. This inspection report is written in a shorter format because our overall rating of the service has not changed since our last inspection.

There was a registered manager in place with suitable experience and knowledge of the service. 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 felt safe and there were individualised risk assessments in place to ensure staff knew how to keep peoples safe. These were regularly review and information effectively shared where risks changed. All staff were aware of their safeguarding responsibilities and demonstrated a good understanding of the risks people faced.

No concerns were raised by relatives or external professionals, with all expressing confidence in the staff team and the systems and processes in place. Medicines improvements noted at the last inspection were well embedded.

Rota planning included travel time and a system to minimise the risk of missed calls. Out of hours on call arrangements were also in place.

Where incidents, accidents or safeguarding issues occurred, these were documented appropriately and the registered manager ensured lessons were learned.

There was strong and consistent liaison with a range of external teams, such as safeguarding, nursing and occupational therapy, to ensure people’s needs could be met promptly.

People’s independence was supported by staff who valued their individuality and took the time to ensure they were comfortable and consenting to the care plans and actions in place.

Staff were well supported by way of a comprehensive array of induction, shadowing and training. Training was a blend of e-learning and face to face training. The registered managers embraced new training which was based on recognised best practice.

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 who used the service and relatives praised the attitudes of staff and how they made them feel at home quickly. Some people felt they did not always know which member of staff would be visiting them, and this could be a source of anxiety.

Staff respected people’s beliefs and treated them in a dignified manner. Colleagues also behaved in a dignified way and we found the provider had successfully ensured the culture was a genuinely caring one.

Questionnaires, ad hoc reviews and progress notes ensured people were able to constantly feed back to staff about their experience.

Care files were brief but sufficiently detailed for their purpose, and regularly reviewed.

All people who used the service and their relatives knew how to raise concerns.

The registered manager led the service well. They had a clear awareness of the service’s strengths and where it could continue to make improvements in the future. They did this through staff engagement, working well with external partners and ensuring they demonstrated the values the service worked towards.

Local oversight of the service was strong, as was the support in place for the registered