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Date of Assessment: 9 January to 2 February 2026. The service is a care at home service providing support to children and young people with complex health needs living with their parents. At the time of our inspection 9 children and young people were supported by the service. The majority of care was provided by staff working at night to support clinical needs such as ventilation, suctioning and seizure management. People’s care plans and risk assessments were person-centred and contained detailed guidance for staff to manage care tasks safely. However, information about children’s personal histories, interests and communication needs was inconsistent. Leaders were responsive to this feedback and committed to strengthening the person‑centred aspects of care planning. Staff were safely recruited, received regular supervision, and told us they had access to the training they needed. The provider had carried out competency checks to ensure staff were able to carry out complex care tasks, Staff told us they received the information they required to undertake their roles. However, although they had regular contact with managers, there were no opportunities to meet as a staff team to discuss practice issues. We raised this with a manager who told us they would look at setting up on-line staff meetings. Infection prevention and control processes were well embedded, with staff using personal protective equipment (PPE) appropriately and maintaining clean environments. Staff treated people with kindness and compassion. Staff spoke positively about their work and their relationships with the children and young people they supported. Parents told us staff respected their children’s needs and preferences.Parents confirmed they were involved in reviews of their children’s care and that staff sought consent and respected their preferences. Staff described a supportive culture, saying managers were “always at the end of the phone” and provided timely guidance. Governance systems included regular audits of care records and medicines, and the service was transitioning to an electronic care management system to improve real‑time oversight. Quality assurance processes were evident, and leaders recognised areas where improvement was needed. For example, strengthening care plan content and introducing more opportunities for team discussion among staff who work in isolation. Overall, the service demonstrated a caring and safety‑focused culture, with committed staff and leaders who were open, reflective, and aligned to providing high‑quality support to children and young people with complex needs.
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