Ourway Care Ltd

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

Safe – this means we looked for evidence that people were protected from abuse and avoidable harm.

This is the first assessment for this newly registered service. This key question has been rated good. This meant people were safe and protected from avoidable harm.

This service scored 81 (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 had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

A learning culture was evident at the service based on openness, transparency and learning from events to keep people and staff safe from the risk of harm. People’s safety was the top priority, and staff ensured the person remained at heart of their care. A person said, “I can call or text [registered manager] or [clinical lead] anytime; if there’s an issue anytime, they always answer.” People told us they had no concerns and felt management and staff were responsive and supportive in all aspects of care.

Staff understood the importance of reporting any safety concerns and told us management were always responsive and supportive in dealing with matters raised. Staff knew how to report any incidents, accidents or untoward events, and took appropriate action, such as seeking medical attention. Any changes to practice or learning from such events was shared with the staff to reduce risk to people. Systems and processes provided effective real-time recording by staff and enabled the registered manager to review incidents in a timely manner, so action could be taken to prevent recurrence.

The provider always worked with people and healthcare partners to design, establish and maintain safe systems of care, in which safety was always well managed and monitored. They made sure there was always continuity of care, including when people moved between different services.

People’s needs were assessed before they started to use the service. Management worked in partnership with health care professionals to ensure any ongoing treatment manage their health conditions was managed safely. Records showed there was clear communication between the registered manager and other care professionals. Management ensured there was continuity of care when people moved between services, for instance when people transferred to Ourway Care Ltd they made sure this was done safely.

People told us management ensured they remained informed and involved throughout this process. One person told us their package of care was well-managed, which ensured their safety was a priority during their care journey. They added that several meetings took place, and information was shared so they did not have to repeat the same information. This helped to eliminate any risks and enabled the management to ensure people’s health condition was understood. It also ensured staff were given the training and information to meet people’s needs.

People’s records showed management ensured referrals were made promptly and when people needed access to health services, the transition was managed safely. This meant people felt confident they would receive joined up care. People told us management and staff were responsive, transparent and managed their care and support well.

The provider worked with people and healthcare partners to understand what being safe meant to them and the best way to achieve that. Staff concentrated on improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The provider shared concerns quickly and appropriately.

Effective systems were used to record and monitor the progress of any safeguarding concerns. These were supported by policies and procedures covering safeguarding, whistle blowing, and the Mental Capacity Act. Staff were able to access these through their electronic system. The registered manager worked closely with the local safeguarding team; reported and responded appropriately when safeguarding concerns were raised.

People told us they felt safe with their staff team and felt protected from discrimination and the risk of abuse. A person told us, “I feel completely at ease with Ourway, and I know that if I need any support then someone is available to deal with any issues that I have 24 hours a day. Another person said, “Safer 100%. When they come into my home I’ve always said treat it as my home.” People and relatives all told us they were confident that any concerns raised with the management would be acted on.

The management team ensured staff were trained and aware of their safeguarding responsibilities to keep people safe and how to report concerns. A staff member said, “We communicate and report everything and it must be recorded every day, from a small scratch to something major - staff will report it to the manager straight away.”

People were aware of their rights around consent and felt their decisions were respected when staff provided care and support. If people lacked mental capacity to make specific decisions, capacity assessments and best interest decisions had been completed. Where there were known safeguarding risks, these were documented within people’s care plans and there was a balance of risks associated with daily living activities against their quality of life, personal wishes, and expectations of care.

The provider always worked well with people to fully understand and manage risks by thinking holistically. Staff provided care that fully met people’s needs and was safe, supportive and enabled people to do the things that mattered to them.

Risks to people's health and safety had been assessed, managed and monitored. These covered environmental risks, equipment and when going out and about.People, their relative and professionals, where appropriate, were fully involved in this process. Paper records were available in people’s homes and staff access the electronic care plans using the handheld devices. Care plans contained comprehensive instructions and best practice guidance to enable staff to provide safe care and support, for example, how staff were to provide support to promote a person’s mobility and manage health issues related to spinal cord injuries.

People also told us they were fully involved in the assessment process, and planning and reviewing their care. A person said, “We drew up a new plan together for my care needs and my health needs and my social needs.” Other comments included, “They dealt with the care team I was with. It was just effortless really. Management came round; they visited me quite a few times. They did a new care plan and risk assessments.”

People gave examples of how the management and staff had empowered and enabled them to live their “best life.” Positive risk taking was promoted so people could enjoy new experiences. Management recognised and promoted continuity of care for instance, when people started to use the service, some staff also transferred with them. Management ensured appropriate pre-employment checks were completed, and they completed person-centred training. If required, a bespoke team of staff were recruited for individual. All staff were trained in areas to manage risks to people including moving and handling, first aid and health and safety topics. A person told us, “They’re all four of them excellent. They’re all very skilled at what they do. they specialise in spinal accidents, so they know what they are doing.” Person-centred training enabled staff to support people with their health conditions and provide health care support, which they were assessed as competent to do so.

People’s personal hospital grab sheet and evacuation plans were kept up to date to enable staff to support safely in the event of an emergency.

The provider detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.

Processes were in place to assess and monitor environmental risks. These systems supported the delivery of care in a safe setting. Regular audits of smoke and fire alarms were carried out; alongside routine inspections of equipment being used. Records confirmed equipment used in the delivery of care was serviced and safe to use. The registered manager told us they supported people to liaise with the relevant companies to ensure equipment was serviced.

Staff told us they always checked for potential hazards in the bathroom and checked the hoist was safe to use before supporting a person to move. Staff explained that risk assessments and instructions were readily available to view on the handheld devices. Any concerns or incidents were reported using the device which provided management real-time alerts so they could provide immediate support and guidance.

Everyone we spoke with told us risks within their home had been assessed and they were confident staff would deal with emergencies appropriately. A person told us “Staff know how to use the medical equipment, a nebuliser and [breathing equipment] properly.” Another person said, I've been living with spinal cord injury and have had my home adapted. I've got a fitted ceiling hoist and equipment I need for safety and mobility. Staff have been here and trained and shown how it must be used.”

The provider made sure there were always enough qualified, skilled and trained staff who received effective support, supervision, and development opportunities. They worked together well to provide safe care that met people’s individual needs.

People had exceptionally high praise for their staff team. Some people had had the same staff supporting them for several years, which provided continuity of care. People’s comments included, “I have a team of amazing carers who have received exceptional training who I would now class them as experts in spinal cord injury care,” “They’re brilliant at what they do,” “Just their skill level; they know what they’re doing. They understand autonomic dysreflexia (symptoms of spinal cord injury). I’ve got a good relationship. Communication is most important when you can’t do anything yourself.”

Relatives had similar high praise about the staff. These included “The team that was assembled to care for my [Person] consists of about 13 rolling support workers from Ourway Care Ltd, this team was promised to not change unless absolutely necessary, and this promise and duty of care has been upheld.”

People told us they had a regular reliable team of staff trained to support them who provided up to 24 hours of care and support. People told us they knew their staff team well and had rotas provided. Staff worked in a coordinated manner and staff deployment was monitored. Management had arrangements in place to manage any unplanned staff absences.

Safe staff recruitment procedures were followed which ensured they were safe to work with people. Pre-employment checks had been completed prior to staff starting work which included checks with Disclosure and Barring Service (DBS).Where staff supporting people transferred to Ourway Care Ltd, appropriate checks were carried out. One person described their involvement in the staff recruitment process, from checking the advertisement, interviewing a shortlisted candidate, and the decision-making process, with support from the registered manager and their care manager. The registered manager had updated the staff recruitment procedure to reflect people’s involvement.

Staff explained that they felt confident providing support and received appropriate training for their role. Records confirmed all staff completed the corporate induction and received bespoke person-centred training to meet people’s specific needs. Staff were trained to support people with health care needs such as catheter care and supporting people with a feeding tube where they have difficulty swallowing. Staff competencies were assessed regularly, and they received regular refresher training. This helped to ensure staff remained competent, skilled and knowledge was in line with current best practice. Staff received regular support, supervision and feedback on their performance.

The provider assessed and managed the risk of infection. They detected and controlled the risk of it spreading and shared concerns with appropriate agencies promptly.

There was an infection control policy and procedures in place to manage infection and outbreaks. Staff told us and records confirmed they had completed training and their practice was checked. Staff had access to personal protective equipment (PPE) supplies. One staff member said, “Infection prevention and control is vital and is everyone's responsibility. I've completed training and have a good stock of PPE I need to use because hygiene and cleanliness is important especially as it could make someone really poorly if I didn't.” Staff received training in basic food hygiene which supported them to prepare food safely in people’s homes.

The provider made sure that medicines and treatments were safe and met people’s needs, capacities and preferences. Staff involved people in planning, including when changes happened.

Systems were in place to ensure people were supported with their medicines. There was a medicine administration policy and procedure, and staff trained and assessed as competent to do so. Staff told us they were trained in administering medicines and confident to support people. Systems were in place to monitor that people received their prescribed medicines safely and at the right time and enabled management to act if there was an issue or delay.

People told us they were supported to take their medicines safely and they had no concerns. A person told us, “They sort my tablets in the morning and get them out of the packet, so I know what I’m doing during the day.” Another person “I just find it easier for my medication to be kept in a certain cupboard that is out of my reach. For my evening medication I say, can you put it in a pot for me.”

People’s medicines were stored safely in their home. The electronic medicines records were detailed with clear guidance for staff to support people with their prescribed and 'as required' medicines. This helped ensure medicines were given safely and appropriately, in line with each person’s needs. A sample of the electronic medicine’s records viewed showed staff completed these accurately and fully for instance using the appropriate codes and adding additional comments.