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Archived: Westward Consultant Ltd

Overall: Outstanding read more about inspection ratings

Sundial House, 108 - 114 Kensington High Street, London, W8 4NP (020) 7351 7171

Provided and run by:
Westward Consultants Limited

Important: This service was previously registered at a different address - see old profile
Important: This service is now registered at a different address - see new profile

All Inspections

13 March 2018

During a routine inspection

This inspection took place on 13 March 2018 and was announced. We gave the service 24 hours’ notice of the inspection visit because the registered manager and other senior staff are often out of the office supporting staff or providing care. We needed to be sure that they would be in. Westward Consultants Ltd is also known and trading as Draycott Nursing. This service is a domiciliary care agency and provides nursing and personal care to people living in their own homes in the community. It provides a service to adults. At the time of the inspection 80 people were using the service.

There was a registered manager in post at the time of the inspection and they were present during the inspection A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

At the last inspection of this service on 15 and 16 October 2015 they were rated Good. The service was rated Outstanding for Caring and Good for Safe, Effective, Responsive and Well-led. At this inspection the service continued to meet and improve standards and we have therefore rated the service as Outstanding overall.

People who used the service said they received an exceptional quality of care. Staff went ‘over and above’ to ensure people received the care and support that met their individual care needs. People said staff were kind, gentle and helpful.

Staff respected people in a way that promoted their human rights. Staff delivered people’s care and support in a dignified and compassionate way. Staff treated people in a way that made them feel special.

The nurse liaisons carried out assessments of need carried out assessments of need. This ensured people’s needs and the support they required matched. People made decisions in the planning of their care which was integral to the support provided to them. Staff provided care that was person centred and people’s support was delivered taking into account their views. Care and support was flexible to meet people’s changing needs. The registered provider used evidence based practice and developed their own research to improve people’s lives. Staff celebrated people’s lives in a way that made them feel valued. Staff understood end of life care and delivered sensitive care to people taking into account their wishes. Staff developed and understanding of people’s religious and cultural needs at the time of their death.

People and staff confirmed that the service was exceptionally well led. They said that the management team were remarkable and open, honest and approachable. The management team placed people at the centre of the service.

The Head of HR and Operations monitored the quality of the service. The quality assurance systems allowed for the registered manager and office based staff to assess, monitor and review the service to ensure standards remained high. A service action plan was in place. The registered manager identified and recorded any areas for improvement with details of the action staff took to resolve the concern. The registered provider had plans in place to develop the service through an enhanced staff training programme and by using technology.

The registered manager understood their responsibilities and sent notifications to the Care Quality Commission (CQC) as required.

The registered manager had developed relationships with external organisations. This helped to improve the care people received because advice and support was obtained promptly. The registered manager was involved in raising awareness of people living with physical disabilities.

Safeguarding systems and processes used helped to protect people from harm and abuse. Staff knew what abuse was and completed safeguarding training to update their knowledge.

Staff identified risks for people. Risk management plans had enough detail so staff could manage and reduce the likelihood of harm. There was a system to record missed and late care visits, and accidents and incidents. Records showed and staff told us that training covered scenarios exploring when something had gone wrong. The office sent staff messages if something had been identified that they should be aware of. All incidents were managed effectively and actions taken to reduce incidents happening again.

Staff administered medicines to people as prescribed. Training in the safe management of medicines took place. Staff had their competency assessed to ensure their practice was safe to support people with their medicines.

There were enough staff available to support people as they needed. The Head of HR and Operations followed safe recruitment processes to ensure only suitable staff were employed to care for and support people. Checks were carried out before staff were approved as suitable to work at the service.

Staff were supported through training, supervision and appraisal. Staff explored the challenges and positive aspects of their jobs and reflected on their role working for the service.

The principles of the Mental Capacity Act 2005 (MCA) were followed by the registered manager and staff. MCA training was made available for all care staff. People were supported to have maximum choice and control of their lives and staff provided care in the least restrictive way possible for people. The policies and systems in the service supported this practice.

Staff sought people's consent to care and support. Care records held details of people’s agreement and consent to receiving care and support from staff.

The quality of meals provided to people met their preferences and needs. The registered provider gave staff monthly recipes to support them to make nutritional meals for people. Shopping was completed by staff when required by people.

Staff understood infection control processes. The registered provider had an infection control policy in place. There was personal protective equipment for staff to use to help reduce the risk of infection for people.

People’s choices were included in assessments in line with their views and wishes. Staff recognised when people’s health care needs changed and sought prompt advice. People were supported to access health care services to help them maintain and improve their health care needs.

The registered provider had a system for people to complain. People were provided with information on how to make a complaint about the quality of care and support. People felt able to complain if they chose and were confident that the registered manager would look into and respond to their concerns.

15 and 16 October 2015

During a routine inspection

We carried out this announced inspection of Draycott Nursing and Care Agency on 14 and 15 October 2015. We informed the provider two days before the inspection that we would be coming. At the time of our inspection 65 people were receiving privately funded personal care services. At our last inspection in July 2013 the service was meeting the regulations inspected.

There was a registered manager at the service. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

People told us they were very pleased with the care provided by the service and felt safe with the care staff and nurses in their homes. Staff had received safeguarding training and there were established systems to protect people from the risk of harm.

Policies and procedures were in place in relation to the Mental Capacity Act 2005 (MCA) and staff demonstrated their understanding of how to provide care and support in accordance with this legislation.

People received care and support from suitably trained and supported staff. The provider offered a wide range of training and opportunities to undertake national courses in health and social care.

Systems were in place to support people to meet their nutritional needs and a creative approach was used to support staff who wanted to improve upon their own skills to make healthy meals.

People and their relatives tended to independently access healthcare in the community, although the service liaised with healthcare professionals and offered people support, where necessary.

Staff were described as being kind and caring. People’s dignity and privacy was maintained and the provider had implemented support and networking opportunities for local carers.

People’s individual needs and wishes were assessed and care plans were developed, which took into account the views of people, and their supporters.

Information about how to make a complaint was given to people and relatives, and complaints were effectively managed.

The service was well managed by the registered manager, the managing director and the senior team. Systems were in place to check the quality of care and seek the views of people, their relatives and staff in order to look for ways to improve the service.