Caring Personal Assistants Ltd - Head Office

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.

This service was previously registered at a different address. This is the first assessment for this service at this address. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 ensured people’s care and treatment were effective by assessing and reviewing their health, care, wellbeing, and communication needs with them.

The service demonstrated a strong person‑centred culture that was embedded in assessments, support plans, and the care people received. Staff actively involved people in their assessments, enabling them to make informed choices about the support they needed to remain as independent as possible. Care plans were detailed and developed using a range of information, including meetings with social workers, people’s health histories, and existing care records. When new people began receiving support, staff held meetings to share guidance and ensure everyone understood the person’s needs and preferences. People had access to their care plans, and relatives told us they were involved in planning care and treatment.

People described how their involvement in assessments helped them explain the support they needed to maintain their independence. One person said, “The carers have encouraged me to do things that I have always enjoyed doing but stopped because I had nobody to do it with. I go walking, skiing and swimming with the support of the staff.”

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.

Before people received a service, a comprehensive assessment of their needs was carried out with the person, family or others who knew them well. Evidence-based tools were used to identify and assess any risks related to falls, risk of pressure sores and nutrition/hydration. From this, a personalised care plan was developed tailored to each person's individual needs, which was reviewed and updated as they changed.

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.

Through regular communication, shared care planning, and a culture of mutual respect, staff worked across roles and disciplines to deliver person centred care. Information was shared effectively between shifts and services, so people never had to repeat their story. Transitions such as hospital discharge or changes in support were managed smoothly and safely.

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

People had access to external health and social care professionals when needed. Records showed that staff worked closely with local community health services and sought advice and guidance when required. Staff recognised changes in people’s presentation, emotional state or distress that indicated a deterioration in their health or wellbeing, and they escalated concerns to the relevant professionals. The team supported referrals and, while waiting for them to be completed, worked with people to ensure their needs continued to be met.

Staff helped people access health screening and healthcare services when required. They made referrals to other organisations and requested urgent support when people experienced health-related issues.

People chose what they wanted to eat each day and were always offered alternatives if the options provided were not suitable. Most people received assistance from staff to prepare meals, although people were encouraged to prepare their own food if they wished.

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.

People were empowered to achieve their goals. The management team had good oversight of staff skills and knowledge and were able to match staff to work with people. People’s support was delivered consistently by staff, in a person-centred way that was specific to their needs. People’s skills, life experience and strengths were discussed with them and those involved in their care, to consider how people’s goals, ambitions and outcomes were planned and achieved. Staff introduced new ideas to people to enhance their quality of life, such as new activities, skills and opportunities. People were actively supported and empowered to develop new skills.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People made their own choices and decisions on a day-to-day basis about what they did, what they ate and how they filled their time. The service was skilled in how it obtained people's consent for care and treatment, adapting their approach to suit individuals needs and involving them in related decisions and assessing capacity when needed. People had tailored communication plans in place for staff to follow to make sure people were in control of their own lives. Staff communicated with people about their choices using objects of reference, pictures, sign language, and electronic aids. This enabled people who did not use verbal communication, to tell staff how they wanted to spend their day. Records included information about people’s capacity and how, either through verbal or non-verbal means, they were able to refuse or give consent for specific decisions.