PentaCare (West Suffolk)

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• 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 service. This key question has been rated Good.

This meant people’s needs were met through good organisation and delivery.

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 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 and relatives confirmed they were involved in making decisions about their care and support including when people’s needs changed. A relative told us, “I am always informed either by the carers or the management team if there is a change in the care and support needs. [Family member’s] care plan is very detailed and updated if and when we need it to be.”

Staff valued the people they supported and worked hard to deliver high quality, person-centred care. A staff member shared, “Respecting people’s dignity is very important in my role. I always ensure privacy, speak respectfully, and involve people in decisions about their care. I treat everyone equally and respectfully, regardless of their background, culture, beliefs, or personal situation.”

Managers considered people’s needs and preferences when planning staff teams, call times and support which helped promote continuity, responsiveness and person‑centred care.

People were at the centre of their care and support which was planned in partnership with people that were important to them. For example, one person’s friend had gone on holiday and was blogging online about their trip. The registered manager aware that the person would struggle to access this had created a hardcopy folder, with the blogs printed in large font to make it accessible for the person to read about their friend’s trip. This ensured the person could access information that was important to them in an accessible way.

Care plans were flexible and were adapted when people’s circumstances or goals changed. For example, staff shared examples where people became more independent and could do more for themselves and as a result their number of care visits and/or times were decreased. They also told us if people required more assistance and support due to a change in needs, then the management team were also alerted so a reassessment could be done to check if the frequency of care visits and/or duration needed increasing. This meant the service was responsive by adjusting care and support in line with people’s evolving needs.

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 management team aimed to provide continuity of care by arranging staff rotas, so people were supported by the same staff that was familiar to them. The service also worked closely with district nurses and other healthcare professionals, sharing relevant information to ensure people experienced coordinated and consistent care. People benefited from flexible care arrangements that supported continuity and respected individual routines. A person told us, “Largely we have consistent carers, the majority of the carers know [family member] well. They always stay the full time. All activities are undertaken – certainly the most important parts

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

People’s care records outlined people’s communication needs and highlighted any adjustments staff needed to make, such as for hearing loss or visual impairment.

People and relatives confirmed that communication with the staff and management was effective and they received all the information needed to support them as partners in their care.

Information was shared with other professionals when needed to ensure people received continuity of care and any changes in people’s health and wellbeing could be acted on in a timely manner.

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 and relatives told us they knew how to raise concerns and felt confident contacting the office or management if needed. A relative shared, “I know who to contact if I need to raise a concern and when I have, they have been handled well. I can always talk and frequently do with [registered manager]. They have always been professional, approachable and understanding.”

The registered manager actively listened to people’s views and involved them in decisions about their care. Feedback was encouraged, acted upon promptly, and used to improve people’s experiences. One relative commented, “I do tend to ring PentaCare quite frequently, when things change and ask their advice or suggestions.”

People and where appropriate their relatives were routinely asked to share their experiences about the care they received through surveys and when the management team telephoned or visited them at home. People felt their views directly shaped the support they received. A relative told us, “Filled in a feedback form a few weeks ago; had no issues.”

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

The management team worked with health and social care partners to organise new or replacement equipment, to prevent any barriers to people’s care. Where equipment was in place, this was detailed in people’s care plans to ensure staff knew how to use it safely.

Where required, the management team changed people’s support arrangements to better meet their needs, working collaboratively with the local authority and other health and social care professionals. People and relatives gave examples of staff responding promptly to changes in needs and coordinating with external services to ensure positive outcomes.

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 management and staff worked to achieve equitable outcomes by recognising people’s different needs, circumstances and protected characteristics. They provided care that was tailored so people could achieve positive outcomes in their safety, wellbeing and independence.

People’s individual needs were clearly identified during initial and ongoing assessments and reflected in their care plans. For example, where people practised a religion, it was identified in their care plans and care call times were considered. When people’s needs changed, care was adapted to ensure people’s care was still tailored to them as individuals and they still received equal opportunities.

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.

People had ReSPECT forms in place which were kept in their care folders in their homes and in the office so they could be easily accessed by staff if needed.

The provider had an end-of-life policy in place, and staff had completed relevant training to support this area of care. At the time of our inspection, nobody using the service required end of life care, the registered manager explained when supporting people at the end of their lives, they liaised with relevant healthcare professionals including the local hospice team to meet people’s needs and advanced care plans were completed to ensure staff knew their end of life wishes and how they wanted to be supported at that time.