Catherine Tam Agency

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

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 changed to outstanding.

This meant people’s outcomes were consistently better than expected compared to similar services. People’s feedback described it as exceptional and distinctive.

This service scored 96 (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 always made sure people’s care and treatment was effective by thoroughly assessing and reviewing their health, care, wellbeing and communication needs with them.

Care plans included detailed medical histories, personal preferences, and risk factors. Assessments of people’s care and support needs were carried out when people first began using the service, were reviewed regularly and updated. These considered family information, health and well-being, care and support required and medication.

Assessments were holistic and comprehensive. Assessments were completed over several visits, meaning trusting relationships could be developed and enables people to fully participate in decision around their care. The provider adopted a ‘whole-life approach’, assessing health, communication, relationships, emotional wellbeing, aspirations and what gives each person purpose and identity.

Records were well‑maintained and detailed. Staff kept clear care notes and regular reviews took place which demonstrated the actions taken when changes in people’s needs were identified. This ensured emerging risks or concerns were responded to promptly and care remained up to date.

Staff also developed personalised positive behaviour support plans for people who needed them. These plans were detailed and clearly outlined individual triggers, preferences, and effective de‑escalation techniques. They were created collaboratively and tailored to each person. This approach ensured support remained person‑centred, promoted wellbeing and reduced the need for restrictive practices.

Following assessing needs, staff were provided with training depending on people’s needs. For example, following a person they support have a mental health diagnosis, staff were provided with an intensive four-day Emotionally Unstable Personality Disorder (EUPD) programme delivered alongside experts by experience, enabling trauma-informed, compassionate assessments.

People benefitted from care that was informed, personalised and responsive, supporting them to receive the right care at the right time.

The provider planned and delivered people’s care and treatment with them, which included what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Staff received training relevant to their roles, which supported them to provide care in line with current best practice. The management team monitored practice through regular audits and spot checks which ensured standards were maintained and areas for improvement were identified.

Electronic systems were used across the service. This ensured information was entered at the time support was given and could be accessed by all relevant staff in real time.

Feedback from professionals was positive. One professional told us, “Catherine Tam staff have always been quick to respond to requests from us and genuinely care about our patients who they call ‘family members’. They always escalate problems where appropriate and are happy to take part in any change management that will benefit their family members. We have no concerns regarding their service and feel they provide excellent care.” This positive joint working demonstrated a cohesive approach and ensured that care delivery was consistent, informed and aligned with best practice.

The provider demonstrated outstanding practice in how staff, teams and services worked together to support people, which ensured seamless, coordinated and person-centred care. There was a strong, embedded culture of collaboration across internal teams and with external professionals, which consistently led to positive outcomes for people.

The provider ensured that thorough assessments of people’s needs were shared when people moved between services. This meant people were not required to repeatedly share their personal histories.

Staff demonstrated an extensive knowledge of specialist services and pathways of care. They were proactive and confident in seeking timely input from external professionals when people’s needs changed. This ensured that care remained responsive, safe and tailored to evolving circumstances. Staff anticipated potential risks and acted early, rather than reacting once issues had escalated.

Staff acted as strong advocates for people, ensured their voices were heard and their needs were met. The agency’s commitment to supporting people to live as independently as possible resulted in [x] people moving from more restrictive settings into their own homes. Staff facilitated this by advocating on behalf of people with other professionals to ensure people’s needs and wishes were at the forefront of any long-term plans for their care. These moves would not have been possible without Catherine Tam’s commitment to speaking up for people. They communicated effectively with healthcare professionals, particularly when they had identified early warning signs of changes in people’s health and wellbeing. This proactive approach supported early intervention and helped to prevent deterioration wherever possible.

Feedback from all healthcare professionals we spoke with was overwhelmingly positive and demonstrated the impact of this collaborative approach. One professional told us, “I have been impressed by the knowledge that [manager] has of the person and makes themselves available regularly to discuss them. They provide detailed and relevant information to enable me to make decisions about medication changes.” This highlighted the provider’s commitment to share accurate, meaningful information to support safe and effective clinical decisions.

Another healthcare professional commented, “They work well with us when investigating safety events and are proactive in taking appropriate action where needed. The staff know people well and are able to identify concerns and risks early, helping to prevent deterioration where possible. They take a patient-centred approach and always aim to do what is best for the individual. The service works cohesively both internally and with outside services.” This feedback demonstrated the provider’s openness, responsiveness and dedication to continuous improvement.

Communication systems within the service and with external partners were highly effective. Staff maintained regular, clear and constructive dialogue with healthcare teams and were always willing to collaborate to achieve the best possible outcomes for people.

The provider supported people to live healthier lives and, where possible, reduce their future need for care and support. There was a clear focus on which enabled people to make positive, informed choices about their wellbeing, with support delivered in a way that respected individual preferences and promoted independence.

People were actively encouraged and supported to maintain healthy lifestyles through meaningful and engaging opportunities. This included participation in regular physical activity, such as attending the gym, and developed healthy daily routines. Staff supported people to plan and prepare balanced meals, helped to build important life skills and promoted good nutrition. These approaches enabled people to remain active, improve their physical health and strengthen their confidence and independence.

Staff consistently promoted all aspects of wellbeing, which included physical health, nutrition, emotional wellbeing and social inclusion. Support was highly personalised and based on a good understanding of each person’s individual needs. This ensured that approaches to healthy living were both accessible and sustainable for everyone.

The provider had employed a personal trainer to offer services, free of charge to people. The personal trainer had developed a bespoke plan in line with what the person’s goals and wishes. This level of input and care has supported people to remain in their own home and also provided them with the opportunity to access the community and meet friends. This was something has had been a dream for people, which Catherine Tam had enabled them to achieve.

Furthermore, one person the provider supported had significant iron deficiency. Staff support them to maintain an iron-rich diet, monitor their wellbeing and make informed nutritional choices. These personalised approaches have improved wellbeing, maintained independence and reduced the need for more intensive health and social care interventions.

The provider monitored all people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they fully met both clinical expectations and the expectations of people themselves.

People experienced improved physical and emotional wellbeing through timely referrals, regular monitoring, and consistent, person‑centred support. People were supported to be involved in their care to understand and manage their health in ways that maximised choice, control, and independence and, where possible, reduced future care needs. For example, people were supported to set goals they wanted to achieve to develop their independence further. Many of the people supported by Catherine Tam Agency had previously resided in residential care settings. The provider recognised people’s possibilities and supported them to move to more independent living. Staff fostered an approach that improved outcomes and achieved people’s hopes and wishes.

Records showed staff worked closely with external health and social care professionals, sought appropriate advice, and escalated concerns promptly when people’s presentation, emotional wellbeing, physical health or levels of distress changed. While referrals to other professionals were progressing, staff continued to meet people’s needs safely and effectively.

People achieved positive and measurable outcomes through the support they received. This was achieved by goal setting and staff providing dynamic, step-by-step support to facilitate these. For example, one person significantly reduced the amount of medicine they took, further improving their physical health and well-being.

The provider supported people to access volunteering opportunities. Staff supported people to develop skills, increase independence, and progress toward meaningful occupations.

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

People’s right to consent was consistently respected. A staff member told us, “I always seek consent and explain what support I am providing, respecting the family members dignity, privacy, and choices.”

People were supported to make their own decisions about their care and support wherever possible. The provider worked in line with the Mental Capacity Act (2005) (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The Act requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible.

Records showed where assessments demonstrated a person was unable to make a specific decision, capacity assessments were completed and best interest decisions had been made with the involvement of the person, family and appropriate health or care professionals.

Staff had received training around the MCA. One staff member told us, “I have received Mental Capacity Act training. This helps me understand the importance of supporting family members to make their own decisions wherever possible and acting in their best interests when they lack capacity.”