Everycare (Wessex) Limited

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.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 79 (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.

People’s care and support needs were assessed before they started to use the service,this included working alongside Trusted Assessors at the local hospital where people were being discharged home to receive care and support from the service.

People’s care plans included their health, wellbeing and communication needs. Staff had access to information about people’s needs, through the providers electronic care planning system. Reviews of peoples care and support needs were completed regularly with people and their relatives if appropriate. One person said, “They go through it with us to review it, they told us we need fire alarms”. The registered manager told us, “We routinely offer assessments and reviews at weekends or evenings. This ensures that clients are able to have family members present who may not be able to be there during “normal working hours”.
 

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.
People’s care plans were developed holistically and included guidance on how individual specific needs were to be met. For example, where relevant to them, people had detailed care plan sections in relation to any food and nutrition support required from staff during their care visits.
Staff recognised and responded promptly and adequately to people’s changing needs. Staff were able to report any changes through the electronic care system using specific event types which immediately alerted the management team such as people’s preferences for particular members of staff.This enabled timely changes to be made to care plans to reflect people’s current needs.
 

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.
Staff worked collaboratively with other professionals such as district nurses, GPs, social workers and therapy teams to ensure people received well co-ordinated care which met their needs. The provider shared people’s care documentation with other professionals when needed and ensured any changes were communicated to staff. This meant people’s care was effectively coordinated, to ensure they received timely and consistent support and treatment.
Regular staff meetings and weekly bulletins were used to support communication and oversight within the service.
We received positive feedback from health and social care professionals about collaborative working. Comments included, “Everycare are very prompt in their communication with the surgery whenever there is a concern about client’s health or safety. They will also be proactive in ensuring new and ongoing needs can be met, often emailing / contacting the surgery about pressure care options and referrals to the occupational therapist (OT) to ensure clients are being best cared for, before harm can occur”, and “Generally Everycare appear to provide good care to their clients, we do not hear of any current complaints from their clients. We have no concerns, and find them easy to communicate with, which enhances client care”.
 

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

People were supported to take part in a wide range of meaningful activities which promoted both their physical and mental wellbeing. These included a volunteer‑led community group, known as ‘Friends of Everycare’, which the registered manager said, “This is something that has made a huge difference to our clients who access this free service. They have visited a considerable number of clients. The friends are all ex-Everycare staff led by the daughter of a client that we looked after for many years, who in her words ‘wanted to give something back to a company that supported her and her (loved one) in such a professional and caring way’. This continues to reduce the loneliness felt by people who live alone with no family close by”.
The manager also told us, “We continue to host several social events each year from tea parties with activities such walks at Wraxall Yard; bingo and quizzes at Cerne Abbas Village Hall; full Christmas lunch for clients and their families (about 65 people in total); stone sculpture demonstration by one of our staff. As a result of client feedback, further activities included flower arranging, card making, egg decorating for them to try. These are all arranged for clients including getting them to and from the venue and having enough staff there to support clients’ needs with no charge to the clients. This enhances clients’ health and wellbeing, prevents social isolation, engenders a feeling of being a part of something with opportunities to meet new people and build on existing relationships”.

People's care records demonstrated they were supported to access health professionals when needed. Care plans contained information about each individual’s personal history, as well as details on their preferences, decision making capabilities, and baseline mental wellbeing. Staff showed a good understanding in their role for supporting people to manage their health and wellbeing. One staff member told us, “We support people to maintain their health and wellbeing by promoting independence, monitoring any changes in their condition, encouraging healthy routines, and communicating effectively with healthcare professionals and family members when required”. Another said, “The service promotes person-centred care and recognises the importance of supporting individuals to achieve their personal goals and maintain their wellbeing”.
 

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.

Staff knew to look for and escalate any concerns regarding people’s health so medical attention could be sought in a timely manner. Staff worked with other health and social care partners to prevent or reduce the need for admissions to hospital.
Regular reviews were undertaken to ensure the focus was always on meeting people’s changing needs. Care notes were regularly reviewed to ensure people were receiving their support as per care plans and to monitor people’s well-being and make referrals on to healthcare professionals should this be necessary.
People told us they were supported to contact health professionals when needed. One person said, “Yes they do that, for example if we need new or types of cream”.
 

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.
People were supported to consent to their care. One person said, “They do that actually very good, they always explain.” Signed consent forms had been utilised for people to agree to the provision of care in line with their assessed needs.
Records showed that when a person might lack capacity to make specific decisions, assessments were carried out in line with legislation. Best-interest decisions involved the person, their representatives, and relevant professionals.
Staff had received training regarding the Mental Capacity Act 2005 (MCA) and were knowledgeable about consent and worked within the principles of the MCA.