This inspection took place on 1 August 2017 and it was announced. The provider had short notice that an inspection would take place. This was because the service provides a domiciliary care service to people in their own homes and we needed to ensure that the registered manager would be available to assist us.

Care at Home Oxfordshire is a domiciliary care service and extra care housing providing care to people in their own homes in and around Oxford. At the time of the inspection the service was supporting 22 people.

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 told us they felt safe receiving support from the service. Staff had a clear understanding on how to safeguard people and protect their health and well-being. People were supported with their medicines as prescribed.

Care at Home had enough suitably qualified and experienced staff to meet people's needs. The provider had robust recruitment procedures and conducted background checks to ensure staff were suitable for their roles.

People had a range of individualised risk assessments in place to keep them safe and to help them maintain their independence. Where risks to people had been identified, risk assessments were in place and action had been taken to manage the risks. Staff were aware of people’s needs and followed guidance to keep them safe.

Staff received adequate training and support to carry out their roles effectively. People felt supported by competent staff that benefitted from regular supervisions (one to one meetings with their line manager), spot checks and team meetings to help them meet the needs of the people they cared for.

The registered manager and staff had a good understanding of the Mental Capacity Act (MCA) 2005 and applied its principles in their work. Where people were thought to lack capacity to make certain decisions, assessments had been completed in line with the principles of MCA.

People’s nutritional needs were met. People were given choices and were supported to have their meals when they needed them. Staff treated people with kindness, compassion and respect and promoted people’s independence and right to privacy. People received care that was personalised to meet their needs. People were supported to maintain their health and were referred for specialist advice as required.

People were provided with personalised and flexible care. Staff knew the people they cared for and what was important to them. Staff had developed caring relationships with people over time. Staff supported and encouraged people to engage with a variety of social activities of their choice in and around the community.

Care at Home looked for ways to continually improve the quality of the service. Feedback was sought from people and their relatives and used to improve the care. People knew how to make a complaint and complaints were managed in accordance with the provider’s complaints policy.

Leadership within Care at Home was well structured, open and transparent and promoted strong organisational values. This resulted in a caring culture that put people using the service at the centre. People, their relatives and staff were complimentary about the management team and how the service was run.

The registered manager informed us of all notifiable incidents. The registered manager had a clear plan to develop and further improve the service. Staff spoke positively about the management support and leadership they received from the management team.