Orchid Home Care Support Limited

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.

The provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People and relatives told us they were involved in assessments, and their needs were being met. People had personalised care and support plans which reflected both their physical and mental health needs. Care plans were reviewed as necessary and reflected a good understanding of people’s needs, including relevant assessments of people’s communication support and sensory needs.

Initial assessments were completed prior to a person being supported. People had health actions plans and health passports which were used by health and social care professionals to support them in the way they needed. Staff understood the importance of promoting people’s independence.

Staff knew about people’s capacity to make decisions through verbal or non-verbal means, and this was documented. People were empowered to make their own decisions about their care and support.

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.

Staff ensured care was centred on what was important to and mattered to each person. People were actively involved in decisions about their care and support, and their views, preferences, and personal goals were clearly reflected within their care plans.

Care plans were person-centred, detailed, and regularly reviewed and included information about people’s health conditions, identified risks, communication needs, cultural and religious preferences, and personal routines. Reviews were completed with people and, where appropriate, their relatives or representatives, to ensure care remained responsive to changing needs and circumstances.

Care was delivered in line with current legislation, national guidance, and evidence based good practice. Staff followed recognised clinical and professional frameworks relevant to people’s needs, including mobility support, nutrition and hydration, medicines management, pressure area care, and infection prevention and control. Where specialist advice was required, staff worked proactively with healthcare professionals such as GPs, community nurses, dietitians, and therapists to ensure people received timely and appropriate treatment.

Staff demonstrated a good understanding of best practice standards and how to apply them in daily care; they received training and competency assessments to support safe, effective practice and were kept updated when guidance changed.

People and relatives told us they felt listened to and respected, and staff understood their needs well. People said care was delivered in a way that promoted dignity, independence, and positive outcomes. A person told us, “I could not ask for a better person [staff member], she protects my dignity, when I have a shower and she is there if I need her. She knows me well and she understands my moods.” A relative said, “[person’s] dignity is protected, when they [staff] are changing [person], they always go into another room and draw the curtains.”

Records confirmed care and treatment were delivered as planned and in accordance with agreed care strategies.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The registered manager worked effectively with external services to ensure people received coordinated, seamless care. Staff communicated well with each other and with professionals from health and social care services to support positive outcomes for people.

Staff shared information appropriately between teams when people accessed different services or experienced transitions, such as receiving input from specialist services.

Assessments of people’s needs were completed comprehensively and shared with relevant services in a timely manner, with appropriate consent, which supported continuity of care and reduced the risk of gaps or duplication in support. Care records reflected shared decisions and multidisciplinary input, ensuring care plans remained accurate and responsive.

Staff worked collaboratively, holding regular meetings, and informal discussions to review people’s progress and ensure continuity; this supported effective communication about people’s changing needs, risks, and outcomes. Where required, staff worked alongside external professionals such as GP’s and social workers to ensure care and treatment were aligned.

People benefitted from a joined-up approach, and there was clear evidence staff understood people’s individual histories, preferences, which helped people feel known, respected, and supported. A person said, “The staff are well trained; they know the things I don’t like, like rice pudding and custard.” A second person told us, “Whatever my carer is here to do, I have the option to do it myself or with her beside me.”

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.

Staff ensured people’s physical health was monitored regularly. Staff, leaders and professionals worked closely with people to ensure their psychological wellbeing was reviewed consistently. The provider was proactive in engaging with healthcare services and professionals.

Staff encouraged people to maintain good health and wellbeing. Staff and leaders told us how people were encouraged to make positive choices regarding their health and wellbeing. A person told us, “The carers remind me and prompt me to take my medication.”

The provider ensured people’s wellbeing was considered by ensuring they had access to meaningful activities and wider community engagement. A relative told us, “I have confidence in the staff; there are always enough staff, and they inform us if they are going to be late. They sit and chat with [person] as well as take [them] out shopping.” A second relative said, “The carers encourage [person] to go outside when the weather is good. [Person] likes knitting which the carers assist [them] with.”

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

People were supported in a person-centred way, and their care needs were routinely monitored and reviewed. A relative told us, “I am involved in [person’s] care; I have no issues with the staff, they are always asking [person] if there is anything else [they] need and they [staff] are good at using their initiative.”

The provider worked with several different professionals and stakeholders to support positive outcomes for people. A person told us, “I have a Mental Health worker who visits, and we have monthly joint reviews with the care agency. If I need anything changed, a meeting is arranged.” Staff understood how to monitor people’s clinical outcomes and act on any concerns; our review of care records confirmed this.

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

The provider, registered manager and staff ensured people’s views and wishes were considered when their care was planned and people confirmed this. People understood their rights around consent and staff supported them to understand these. People received information about their care and treatment in a way they could understand and had appropriate support and time to make decisions. A person told us, “We [person and staff] prepare my food together and I choose what to eat and drink.”

People's capacity and ability to consent was considered. The provider had systems in place relating to the Mental Capacity Act (MCA). Capacity assessments had been completed. People were supported to make decisions, and there was information to show people's preferences had been considered.

Staff understood the importance of ensuring people fully understood what they were consenting to and the importance of obtaining consent before they delivered care or treatment. A staff member told us, “Care plans should clearly document whether a person has capacity to consent to each aspect of their care, and if not, what best interests' decisions have been made and by whom. This guides how I approach consent in practice, for example knowing whether to offer choices, use supported decision making or follow a best interests plan. I always seek consent before providing care, even for residents with limited capacity, and I never assume because someone couldn’t consent yesterday that they cannot today.”