Verve Homecare Sussex Ltd

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.

This is the first assessment for this newly registered service. This key question has been rated 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.

Children were at the centre of care planning and delivery. Care plans were individualised and clearly described how staff should meet each child’s needs in a way that reflected their health requirements, routines and family expectations. Plans included guidance on daily support, monitoring needs and how staff should respond to changes.

Records showed care plans were reviewed regularly and updated when children’s needs changed, including in response to changes in clinical input or family circumstances. Parents were involved in these reviews and their views were reflected in care documentation.

Parents told us care was personalised and responsive. One parent said, “The care really fits around our child and our family — the nurses have really got to know about [child]. Especially with their complex seizures. They really understand the differences between the different types of seizures.”

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.

The provider understood the importance of continuity for children receiving complex care. Children were supported by consistent staff teams, which helped reduce anxiety and supported the development of trusting relationships. This consistency enabled staff to gain a detailed understanding of children’s needs and what is a normal day for them.

The provider worked in partnership with healthcare professionals involved in children’s care to support joined‑up delivery. Information from reviews and appointments was shared appropriately with staff, supporting continuity and reducing the risk of fragmented care.

Parents consistently described staffing continuity as a strength. One parent told us, “Seeing familiar staff makes a huge difference for our child.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Parents received timely and accurate information about care delivery, changes to support and any emerging concerns. Communication methods were flexible and responsive to families’ preferences, supporting effective information sharing.

Records showed communication was ongoing rather than reactive, with updates shared proactively when changes occurred. Parents told us they felt well informed and knew who to contact when they needed support.

One parent said, “We’re kept in the loop — communication is paramount and nothing comes as a surprise.”

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.

The provider encouraged families to provide feedback and raise concerns. Parents told us they felt listened to and that issues were responded to promptly and appropriately.

Feedback mechanisms were accessible and concerns were used to inform changes to care delivery where needed. Parents described a culture where views were valued and taken seriously.

One parent told us, “When we raise something, it’s dealt with properly and followed up.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

The provider ensured children could access care when required. Support was adjusted flexibly around children’s needs, including changes in health status or family circumstances.

Leaders demonstrated awareness of the need to respond promptly where care packages or levels of support needed to change, helping reduce delays and ensure children continued to receive appropriate care.

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.

Care delivery aimed to ensure children experienced consistently good quality care and positive outcomes. Care plans reflected individual needs and were used to guide staff in delivering equitable support.

Leaders were aware of potential barriers to positive experiences or outcomes and acted to address these through review and adjustment of care plans.

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 provider worked with families to plan for anticipated changes in children’s care needs. Care plans included consideration of future changes, helping families feel prepared and supported.

This forward‑planning approach supported continuity and reduced the risk of disruption during periods of change.

Verve, following feedback from a family who had a child in receipt of end-of-life care, adjusted the way multiple people contacted families. This helped meet the communication needs of families better to help reduce stress at difficult times.