Alina Homecare Horsham

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question Outstanding. At this assessment the rating has changed to Good. This meant people’s needs were met through good organisation and delivery.

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 were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. People’s care records were detailed with person-centred information, such as, family relationships, previous occupation and interests. Care plans had a good level of information about how people liked to be supported. For example, a person with a specific need liked staff to put on the light when they arrived in order for them to see carers had arrived. This was important to the person as their preferences were specific and supported their communication. The registered manager shared examples of the way they and staff had worked with people and their family to increase trust and confidence in receiving support. One family member shared how this had made a positive difference to the person and their family. Staff consistently spoke about the importance of having time to get to know people and their specific preferences. Comments included, “When you get to know people you get to know their strengths and weaknesses, which is very much encouraged to achieve some independence.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. People were supported by a consistent staffing team; the registered manager had created teams of staff to provide dedicated care to people to enable them to provide a high-quality service. The matching process for people and staff included not only values but skills and experience. A family member told us, “I’m very confident, they are special people and I’ve got to know them. The [Registered Manager] is very pro-active, they look after their staff and they all work well together”. The registered manager always ensured people were introduced to staff prior to support being carried out, this was to provide the person and staff with an opportunity to get to know each other. The registered manager understood their local communities and had promoted events to encourage social interactions.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The registered manager ensured documents and information was available to people in a format to suit them. For example, the provider was able to provide information in large font or different languages.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result. People’s voices were heard and they could freely make changes to their care and support. The registered manager and management team periodically visited to gain peoples feedback, they also conducted observations of staff practice which acted as another means of receiving direct feedback. On occasion the registered manager completed care visits themselves and told us this was the best way to make sure people’s care plans reflected their needs and views. People told us they knew how to complain and who to complain to. Comments included, “If I had a complaint, I would call them or email them. They always respond very well.”

The provider made sure that people could access the care, support and treatment they needed when they needed it. People had full access to support when needed, there was a 24 hour on call service for emergencies. The registered manager also visited people at home to ensure they had management support if required. Discussions with the registered manager and staff showed they understood how to access specialist health or social care support should this be required.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. The registered manager and staff made sure people had access to health and social care professional support. They made sure people knew what services were available to them to overcome inequalities and barriers to care. For example, they supported a family how to apply for additional health support. A relative told us how they had appreciated the help and how this has now enabled them to ensure their loved one received the support they needed.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. The service was not supporting anyone at the end of their lives at the time of our assessment. Information was held by the service detailing any specific wishes people may have as to the actions staff should take should resuscitation be required.