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Archived: Allied Healthcare High Wycombe

Overall: Good read more about inspection ratings

Old Chapel House, Bryants Bottom, Great Missenden, Buckinghamshire, HP16 0JS (01494) 488040

Provided and run by:
Nestor Primecare Services Limited

All Inspections

14 November 2018

During a routine inspection

Allied Healthcare High Wycombe is a domiciliary care agency. It provides personal care to people living in their own houses and flats. It provides a service to older people and younger adults. The Care Quality Commission (CQC) only inspects the service being received by people provided with ‘personal care’, which is help with tasks related to personal hygiene and eating. Where they do receive the regulated activity ‘personal care’, we also take into account any wider social care provided. At the time of the inspection the service was providing personal care and support to 69 people.

The service had a registered manager as required. A registered manager is a person who has registered with the CQC 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. The registered manager and office manager were present and assisted us during the inspection.

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.

People told us they felt safe with the care staff. Relatives felt their family members received support that was safe. Staff were trained and knowledgeable in how to safeguard people and understood their responsibilities. People were supported safely with their medicines and received them at the required times. Risks to people and their well-being were assessed and measures put in place to minimise them without restricting people’s freedom. A robust recruitment procedure was followed to ensure as far as possible only suitable staff were employed. Appropriate personal protective equipment was supplied and used to help control the spread of infection.

People continued to receive effective support from staff who were trained and had the necessary skills to fulfil their role. Staff were well supported through regular supervision meetings and appraisals of their work. People were supported with maintaining their diet and hydration. People’s healthcare needs were monitored; staff had been trained to identify early warning signs of deterioration and sought advice promptly from healthcare professionals when necessary. 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.

The service remained caring. People and their relatives told us staff were kind and patient. It was evident staff had formed trusting relationships with them. People told us they looked forward to their visits. Staff understood how to protect people’s privacy and relatives told us staff treated people with respect. People and when appropriate relatives were fully involved in making decisions about their care. Staff encouraged people to maintain as much independence as possible.

The service remained responsive to people’s individual needs and took account of their personal preferences in relation to culture, beliefs and protected characteristics. Staff knew people very well and paid attention to finding out about their preferred routines. Individual care plans were person-centred and considered the diverse needs of each person. The service provided flexible support which was appreciated by people and their relatives. Complaints were taken seriously and managed in accordance with the provider’s policy; people were aware of how to raise concerns and who to speak to. Although the managers were not fully aware of the accessible information standard we saw they were meeting its requirements.

The service was well-led, people benefitted from a stable and longstanding management and staff team. The management team provided strong leadership and staff felt supported in their roles. Records were relevant, complete and reviewed regularly to reflect current information. There was an open, empowering, person centred culture in the service and the values of the service were embedded in the way the service was led. Feedback was sought and used to monitor the quality of the service. Audits were conducted and used to make improvements.

Further information is in the detailed findings below.

21 & 22 September 2015

During a routine inspection

This announced inspection took place on 21 and 22 September 2015.

Allied Healthcare High Wycombe is a domiciliary care provider to people living in their own homes. At the time of the inspection they were providing care to 112 people. The service had a registered manager in place. 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 using the service. Training was provided to staff to ensure they knew how to identify indicators of abuse and how to respond appropriately if they had concerns. The service had introduced a procedure for staff to follow if they had concerns about a person’s health or demeanour. This was called an early warning system. Staff reported concerns to senior staff so they could take appropriate action to prevent the decline in a person’s health or wellbeing.

People’s needs were assessed prior to care being provided. Care assessments and risk assessments were in place to guide staff and to ensure any related risks were minimised. Senior staff carried out checks on how staff delivered care and audited the contents of their records in relation to the care they provided and the medicines they administered.

Safe recruitment checks were made before staff were employed, to ensure as far as possible they were safe to work with people.

People told us staff did not always turn up at the allocated time for visits. Office staff had difficulty in monitoring the times of visits as the computer system depended on staff ringing into the office when they arrived and left the person’s home. As staff did not always do this, it was not always possible to track the staff’s whereabouts. The service was planning to introduce a new call system that would alleviate this problem.

People told us the care they received was in keeping with their needs. Where people lacked the mental capacity to make decisions for themselves the best interest process of involving others and where appropriate the court of protection had been followed. Staff demonstrated a basic understanding of the Mental Capacity Act 2005.

New staff received induction training and ongoing training, supervision and appraisals. Staff told us this was useful and helped them to improve their skills as carers.

People were supported with eating and drinking by staff that had been trained. Staff knew how to support people with their health needs and where specialist support was needed to assist people with catheter or colostomy care, the training for staff was carried out by district nurses or Abbots nurses.

Staff cared about the people they supported. People told us staff treated them with dignity and respect. We read and were told about situations where staff had shown compassion, commitment and concern for people, with the aim of improving their situation or health.

People told us staff included them in the decisions about their care, staff verified this. Staff knew the importance of offering people choices and listening to their opinions. Care plans reflected each person’s past history, their preferences and lifestyle alongside their needs. Care plans were reviewed with the person every year or earlier if required.

People were given the opportunity to feedback to the provider their opinions of the quality of the service and whether there were areas of improvement required. Documents showed based on feedback from people there had been improvements made between 2014 and 2015 in relation to the consistency of staff supporting people.

Staff told us the service was well managed and the senior staff were supportive to both the staff and the people using the service. Audits of the quality of the care took place to ensure improvements could be made to the service and to ensure accountability for the care provided at all levels of the organisation.

16 May 2013

During a routine inspection

Saga Homecare shares its office and management structure with Allied Healthcare another domiciliary care service. Separate staff were employed by each organisation. There was no registered manager available on the day of the inspection. Information was supplied to us by the office manager.

We spoke with two people who used the service. Both were complimentary in their appraisal of the support they received. One person told us 'They have some lovely carers.' The other person they felt that the care provided to them met their needs.

We spoke with five staff members, who all told us that they believed they offered a good service to the people they supported. One staff member told us they felt the quality of the care was very good and that most staff 'Go over and above the call of duty' to ensure the care was of a high standard.

We read the care plans of three people and recruitment files for three staff members. We found that records reflected people who use the service were involved in their care planning, and consented to the support they were provided with. We read how the provider safeguarded people from abuse through safer recruitment practices, and through training and supervision of staff members.