Premier Care (Midlands) Limited - Coventry

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

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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.

Care plans were written in a person-centred way which reflected people’s individual wants, needs, preferences, routines and communication needs. Care plans detailed person-centred information outlining information about the person, their likes, dislikes, health conditions, daily living needs and mobility A relative told us, “We had a review a few weeks ago. Last week people from the office came to watch what the carers were doing when they were with him”.

The registered manager showed commitment to providing people with person-centred care. They told us, “We conduct regular reviews and contact the people that need to be involved. The care coordinator updates the care plan”. The provider reviewed care regularly and adjusted support in response to changes. This demonstrated a personalised and responsive approach to care delivery.

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 registered manager told us they aimed to minimise changes in staff, which helped to ensure people received continuity in care and build trust. Rotas evidenced this approach and people received support from familiar carers where possible. One relative told us, “[Name] receives regular carers, no calls are missed”. Another person said, “I have a team of 6 carers but generally have the same 2”.

The service worked with external professionals, including District Nurses, GPs and occupational therapists to ensure people received joined up consistent care. Systems were in place to ensure referrals made were followed up. This approach helped ensure people experienced continuity of care which achieved positive outcomes.

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

The provider ensured people and their relatives had access to care plans and were kept informed about their care. The provider enabled people and relatives to view and contribute to care records via an App. This information was up to date and available and showed tasks completed and daily events undertaken by their loved one.

The registered manager told us information was available to people in suitable and accessible formats. They gave examples of care plans translated to a different language as well as large font for people with a sight impairment. People and relatives were given information on how to contact the office or report concerns or complaints.

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 their relative told us they did not have any concerns about the care provided, they knew how to make a complaint and felt confident in doing so, should the need arise. The provider actively sought feedback from people and their relatives through telephone calls, reviews, visits and satisfaction surveys to monitor the quality of service. Feedback was regularly reviewed with action plans developed where improvements were identified. One person told us, “The office is always in contact with me, asking if they are doing all that is required, asking if I am happy with the care, there is a good dialogue.”

We reviewed complaints records which demonstrated concerns had been investigated and responded to appropriately. People and relatives received feedback on the outcome and any actions taken as a result. Systems were in place for managing complaints and concerns and the provider completed regular analysis with lessons learnt.

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

People and their relative gave positive feedback about the support people received and described staff as caring, kind and respectful. They told us their dignity, independence and choices were supported whenever possible. One person told us, “The carers take their time, we have a laugh, play music. If I am upset, they sit with me until I calm down”.

The provider had an on-call service in place for people, relatives and staff to ensure there was appropriate access to support during out of hours. One person told us, “The out of hours service responds quickly, I have a really positive experience with them”. Back up staff included office cover and carers to ensure people received care in the event of an emergency safely and effectively.

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.

Staff had received training around equality, diversity, discrimination and inclusion. The provider had clear policies and procedures in place to ensure people were treated fairly and barriers to accessing care were recognised and addressed.

The registered manager told us they recognised the challenges people and relatives faced as a result of differences in carers backgrounds. They (management) understood this sometimes created a cultural and language barrier. They worked hard to ensure carers understood the differences in culture through bespoke training and discussions in team meetings.

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.

Staff worked with people and professionals to ensure changes in need, including additional support, reassessments and referrals when required. People and relatives were supported to plan for the future through regular reviews of their care needs or when their health declined. A relative told us, “The management is easy to contact, they are really good when I ask for an extra shift, they help me if I am struggling with [Name’s] care. I am happy with the service.” Staff coordinated support such as hospital discharge to ensure continuity of care and minimise any risk of disruption.

The registered manager told us when a person requires support at the end of their life, a plan would be made with specific measures put in place. They gave examples of how they had worked with the person and their relative to discuss their wishes or if they wanted to be resuscitated. At the time of inspection no-one was receiving end of life care.