Time2Care (BSE) Ltd

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.At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 71 (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’s care and treatment was effective by assessing and reviewing their health, care,well-beingand communication needs with them.

Although the manager, provider and staff were able to demonstrate a thorough understanding of people’s individual needs, preferences and wishes, care documentation was not always sufficiently detailed to reflect the person-centred approach observed in practice. However, relatives spoke positively about their involvement in care planning and felt their views were valued when decisions about care and support were made. The manager acknowledged that care records could be improved to better evidence the personalised care being delivered and provided assurances that this would be addressed.

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.

People were supported to maintain a healthy lifestyle and access appropriate support. This included support with preparing meals and maintaining hydration. There was also evidence of staff working with external professionals to ensure people received appropriate support where their needs changed. One person told us, “Staff had thought I would benefit from extra support from the district nurses and organised it for me.”

Whilst nationally recognised tools such as the Malnutrition Universal Screening Tool (MUST) and the Waterlow tool for assessing pressure damage risk were not formally used, the risks associated with malnutrition and pressure damage were effectively identified, assessed, and managed, however, improvement was needed to ensure this information transferred into a detailed person centred care plan. The manager took immediate action to address this.

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.

There was a positive and collaborative culture across the service, with office-based staff and care staff working effectively together to meet people's needs. Staff described good levels of teamwork and told us they felt connected to the wider organisation despite working in different locations. Communication between staff and managers was regular, clear and accessible, helping to ensure important information was shared promptly and consistently.

Staff spoke positively about the support they received from the management team and told us they felt able to raise questions, seek advice or discuss concerns whenever needed. A member of staff told us, “Management are always available and on the end of the phone at any time of day if we need them. Or we can go into the office to discuss anything at all.” This feedback reflected a management team that was visible, approachable and responsive to staff needs.

The provider supported people to manage their health and well-being to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

The service promoted people’s health and well-being by delivering person-centred care and practical support. Staff knew people well, understood their health conditions, and worked collaboratively with them to achieve positive health outcomes and maintain lifestyles that suited their individual needs and preferences.

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.

Staff demonstrated an awareness of their responsibility to monitor people’s well-being and report any changes. They told us they would escalate concerns to the manager or provider and were confident appropriate action would be taken.

The provider worked with external professionals to support outcomes for people, including monitoring health conditions and responding to changes in well-being. One person told us, “I arrange all my own healthcare appointments, but I think staff would recognise if I wasn’t well and needed extra support and would help me access it.”

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

People confirmed they were involved in decisions about their care and were able to make choices about how their support was delivered. Staff had completed training in consent and understood their responsibilities in ensuring people’s rights were respected. One person told us, “The care is always very good, and they always do what I ask. The carers treat me and my home with respect, and I am happy with the way they did things.”