Compassionate Professional Care

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

This is the first assessment for this service. This key question has been rated Good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Plans of care demonstrated, and people confirmed, they were involved in the assessment, planning and reviews of their care. A family member told us, “We had an assessment, were involved in the process and we have regular reviews to see if there is any change needed and generally to see how things are going. We also have a copy of the care plan.”

People’s care plans were devised in a holistic and personalised way. They were written from the perspective of people and those important to them. They considered all aspects of people’s lives and how care arrangements were set and were to be delivered to people to fulfil their needs and wishes.

Staff we spoke confirmed people’s plans of care reflected their needs and wishes and they had ready access to them. They also confirmed people had secure access to their care records.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Assessment tools in place ensured good practice and standards were followed. People’s views were sought and of their relatives to ensure, where required, meals were provided in line with their needs and wishes. Where people’s fluid and nutritional intake required close monitoring accurate and contemporaneous records were kept.

A family member said, “The carer understands their diet and tries to support them with food which is good for their health. They also make sure they are always hydrated. When the management visit, they even make a drink too!” One person told us, “They always make sure I have a drink near me between calls.”

Staff were dedicated in providing people with good quality of care. They understood and followed people’s individual needs and preferences. One told us, “We [staff] find people have the correct equipment at their homes so we can support them safely for things like moving and handling. Managers sometimes shadow our visits, so they know we are using equipment correctly as we have been trained to.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The registered manager and staff knew people well, including their life history and experiences and what and who was important to them. Staff shared relevant information and worked with families and external health and social care professionals to ensure people’s needs were understood.

Staff supported each other well, working flexibly and as a team. Managers led by example and modelled the caring approach they wanted staff to take. Staff told us they worked within a consistent team and were supportive and understanding of each other.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

One relative described how their family member was at risk of falling. They said, “We had a review and the service advised they move their bed downstairs. That removed the risk of them having a fall and falling down the stairs.” They added, “Additionally staff had contacted the GP multiple times when they felt there had been concerns over infection.

Another relative said, “I did a story board of changing their stoma. I gave them that. The carers coming in have access to that. I know they’ve had the training.” We found care plans contained information, guidance and risk assessments in relation to stoma care and records confirmed staff had received training in this specific area.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves. People were encouraged sensitively and appropriately by staff to remain independent. One relative said, “There’s been the beginning of pressure sores. They flagged up the pressure sore, and we got the district nurse in.” They are very observant when things change with [family member].”

Plans of care were updated promptly when people’s needs changed. This meant staff had up to date and accurate information to support people effectively. The registered manager reviewed people’s care and monitored changes to ensure people had positive outcomes. Staff alerted managers promptly if they detected any decline in people’s health and wellbeing. Any guidance and support provided by other health professionals was implemented based on clinical advice to ensure people’s conditions were effectively monitored.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. Managers and staff had a clear understanding of the principles of the Mental Capacity Act 2005 (MCA). The MCA provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. Staff had received training regarding the MCA and policies were in line with the principles of the MCA.

Staff recognised the importance of gaining people’s consent to care. They told us they respected people’s rights to refuse care whilst also encouraging people of the benefits to their welfare through accepting care and support. A relative said, “They are very keen on what [family member] choices are and respect that.”

Staff were conscious of people’s ongoing refusal to accept care and potential impact on a person this may have. One staff member told us, “I respect people’s wishes regarding refusal to consent. However, I always ensure managers are aware of this so any follow up action can be taken where necessary.”