Onecare-uk 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People’s needs were assessed and planned for. People and their relatives where appropriate had been involved in the care planning process. A care needs assessment had been carried out before people received care from the service.

Assessments were used to help create care plans which provided information about people’s care and support needs. Care plans were developed with the involvement of people and their relatives. These were of a good standard and covered areas including personal care. They were person centred and contained detailed information about how to support people.

Care plans and risk assessments demonstrated a person-centred approach but risk assessments required additional detail in some areas to add clarity and support the consistent delivery of care.

People and their relatives told us they thought people’s needs were met and their choices were respected. A person said, “The carers understand my needs and the care is good.” A relative said, “I think the care is very effective. [Staff] understand [my family member’s] needs which are changing.” Another relative told us, “The care is excellent; carers know exactly what [my family member] needs.”

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.

The provider was able to provide evidence-based care and treatment. Policies were in line with national good practice and care was given in a person-centred way. This was in line with the people’s wishes, and they were involved in their assessment of need.

People were supported to attend health checks with their GP, helping to ensure potential health concerns were identified early. Staff ensured people accessed routine appointments. This proactive approach helped monitor and maintain people’s physical health, contributing to improved wellbeing and overall quality of life.

The provider worked well across teams and services to support people. Where appropriate, professionals were involved in the people’s health, care and support.

Systems were in place to help ensure information was shared effectively among team members, enabling them to consistently meet people’s needs. Staff were kept updated on changes in people at handovers and the electronic care plan system was updated following health professional’s reviews to inform staff of any changes to people’s care and treatment.

Staff told us communication within the service was effective and various systems were in place for the staff team to share information appropriately. Staff had access to the information they needed to appropriately assess, plan and deliver people’s care and support. A staff member told us, “We have the care plans which are always updated and any specific issues are noted so we get the information when we open the App when we do the visit.”

The management team and staff told us how they shared positive relationships with other professionals involved in people’s care. This included social services. Information was provided to other professionals to ensure people received a consistent service. A care professional told us, “OneCare Ltd is performing well, with strong communication and responsiveness.”

The provider supported people to manage their health and wellbeing 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 worked closely with people and their families to support their health and wellbeing. This included liaising with relatives following hospital discharges to identify any changes in care needs, updating or discontinuing medicines in line with GP instructions, and discussing the outcomes of hospital or healthcare appointments to ensure care packages remained appropriate and responsive to people’s needs. Management made referrals to relevant healthcare professionals when required, including GPs and district nurses.

Staff received training to enable them to effectively support and manage people’s healthcare needs and medical conditions. This included areas such as moving and handling and first aid, helping to ensure people received safe and appropriate care.

A system was in place to help monitor people’s health and well-being. Staff recorded their visits and the support they provided. Management used these notes to help monitor people’s progress.

Staff were knowledgeable about people’s health and care needs. Where people required assistance with food and drink, guidance was in place, including for those with special dietary requirements.

The provider routinely monitored people’s care and treatment to help continuously improve it. They ensured that outcomes were positive and consistent.

The provider had systems for monitoring the care provided. Daily records were kept of the support provided on each shift, and these were reviewed by the coordinators. In addition, the registered manager remained actively involved in people’s care, monitoring progress and helping to achieve agreed outcomes.

Relatives confirmed that staff identified and responded promptly to changes in their family members’ health. Regular care plan reviews ensured the management team maintained full oversight of people’s health and social care needs. People and their relatives were involved as partners in care, which was reflected in the feedback we received.

The provider undertook quality assurance through telephone monitoring, home visits and surveys. This helped to manage risks and reduce the risk of poor outcomes to people.

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

People and their relatives told us they were involved in planning their care and support and were able to express their preferences regarding how care was delivered. A person said, “I feel respected and staff always ask me what I need.” A relative told us,“Carers will ask [my family member] what they want to do and they will respect their opinions.” Another relative told us, “Staff always ask [my family member] what they want to do and lead the way to a calmer outcome.”

Systems and processes were in place to obtain and record people’s consent to care and support. The service had a Mental Capacity Act (MCA) policy in place, and staff had received training in relation to the MCA. Staff were aware of the importance of seeking people’s consent before each individual care staff but there was a lack of knowledge about the principles of the MCA. We raised this with the registered manager who advised that staff would receive a refresher training in this.

MCA assessments had been completed where appropriate to determine whether people had the capacity to make specific decisions.

No concerns were raised by people or their relatives in relation to staff seeking consent.