Agincare UK Leominster

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 – this means we looked for evidence the provider met people’s needs.At our last assessment we rated this key question good. At this assessment the rating has remained 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. Leaders set up rotas so where possible people received care from the same staff. The number of care hours allocated to each staff member ensured the service had capacity to cover for staff sickness and leave. This meant people still received care from experienced staff who were familiar with the Agincare UK policies and procedures. One person said, “This is an excellent service, and I have no complaints. I would recommend them”. A relative said, “This service is well led and organised. I have no complaints or issues and would recommend them”.

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. Staff knew which other providers were involved in an individual’s care and liaised with them when needed to ensure people had safe care which met their needs. One relative said, “The GP and OT (occupational therapist) have been involved and all the support equipment which has been provided makes their [relative] much more comfortable. Everyone involved in their [relative] care plan have worked together in this”.

The provider supplied appropriate, accurate and up-to-date information in formats which were tailored to individual needs. They used an accessible information and communication policy to ensure information was accessible for the people they supported. People were provided with information regarding their personal care routines.This could be in a range of formats to meet the needs of each person. This included easy read and large print. Staff used technology and translation tools for a person who spoke another language to ensure open and transparent communication. Leaders adapted care plans for staff with dyslexia so they could complete tasks which gave staff confidence to provide people with the correct care and support.

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. Leaders used a range of formats to gather feedback. This included face to face, phone calls and written forms to complete. Staff completed welfare checks with people who were new to the service to ensure they were happy with the way their care was delivered. Feedback was audited and actions taken and followed up promptly. One person said, “They are very responsive to my care needs. I have received and completed a questionnaire where I have expressed my opinion on the good standard of care. I have no concerns or complaints but would contact the office if I did.”

The provider made sure people could access the care, support and treatment they needed when they needed it. The provider as part of the overall package of care in each person’s daily life knew how to access services which meant people got fair access to care and treatment should they need it.This included contacting the GP and making referrals for equipment and aids. Staff recorded their call arrival and leaving times so leaders could monitor the service people received. While people reported there were some delays in care at weekends, leaders had reviewed staffing levels and found them to be adequate. Delays tended to be due to traffic delays in the area and the rural locations of some of the visits. No people reported missed calls and said they were informed if the call was delayed.

Staff and leaders actively listened to information about people who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. Leaders told us staff had received training to understand the differing needs of the people they supported to ensure their care gave them the best possible outcomes. Leaders used an internal notice board messaging service on the electronic records to update staff about and changes in a person’s care. This would include a change of any other providers involved in providing support and enabled people to manage these changes.

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. Leaders told us staff had received training including from the local hospice to understand the differing needs of the people they supported to ensure their care gave them the best possible outcomes. Staff were given the option of providing end of life support and they received additional welfare checks and out of hours support so they could continue to provide the care required.