We carried out a review of the data available to us about Barclay Specialist Care Ltd on 6 July 2023. We have not found evidence that we need to carry out an inspection or reassess our rating at this stage.
This could change at any time if we receive new information. We will continue to monitor data about this service.
If you have concerns about Barclay Specialist Care Ltd, you can give feedback on this service.
Barclay Specialist Care is a domiciliary care agency and a community healthcare service. It is a national complex care provider based in Corby, Northamptonshire, offering personalised packages of care to adults and children via a continuing healthcare or personal health budget.
Not everyone who used the service received personal care. CQC only inspects where people receive personal care. This is help with tasks related to personal hygiene and eating. Where they do, we also consider any wider social care provided. At the time of this inspection 16 people were receiving support with personal care.
We expect health and social care providers to guarantee people with a learning disability and autistic people respect, equality, dignity, choices and independence and good access to local communities that most people take for granted. ‘Right support, right care, right culture’ is the guidance CQC follows to make assessments and judgements about services supporting people with a learning disability and autistic people and providers must have regard to it.
At the time of the inspection, the location provided care and support for 4 people with a learning disability or autism. We assessed the care provision under Right Support, Right Care, Right Culture, as it is registered as a specialist service for this population group.
People’s experience of using this service and what we found.
Right Support
Staff supported people to have full choice, control, and independence over their lives There were comprehensive systems in place to make sure the service was safe. People were empowered to take positive risks, to ensure they had greater choice and control of their lives. The positive risk-taking approach showed staff respected people's right for independence and their right to take risks.
People were fully involved and supported to recruit staff and were able to choose the staff who they wanted to care for them. This ensured that successful applicants had the right values and skills to match the values that were at the heart of the service.
Training was developed around each individual to ensure staff had an excellent understanding of people's needs and how to meet them. People's health and well-being were paramount. Staff liaised with health and social care professionals to ensure excellent outcomes for people.
Right Care
We received some exceptional feedback about the service. Comments from people who used the service and relatives were very complimentary and consistent stating they were extremely happy with the care, treatment and support the service provided.
People's dignity and human rights were fully promoted, and people were encouraged to make decisions about their day-to-day routines. Staff fully understood and responded to people's individual needs in a person-centred way.
Staff understood how to protect people from poor care and potential harm. Staff had training on how to recognise and report abuse and knew how to report any concerns.
People received care that focused on their quality of life and followed best practice, with input from a range of health and social care professionals.
Right Culture
People led inclusive and empowered lives because of the ethos, values, attitudes and behaviours of the management and staff team. Staff were very caring and knowledgeable about how best to communicate with people and to advocate for them to ensure their views were heard. There was a strong culture within the service of treating people with dignity and respect.
There was strong leadership which put people first and set high expectations for staff. They were proud to work for the service and felt valued for their work. A positive culture was demonstrated by the attitudes of staff and management when we talked with them about how they supported people.
Relatives told us they were fully involved in their family members care and support and they spoke of the open culture, and regular contact and visits to see their family members. Staff placed people's wishes, needs, and rights at the heart of everything they did.
For more details, please see the full report which is on the CQC website at www.cqc.org.uk
Rating at last inspection and update
The last rating for this service was Good (published 27 November 2018)
Why we inspected
This inspection was prompted by a review of the information we held about this service.
Follow up
We will continue to monitor information we receive about the service, which will help inform when we next inspect.
Corby Enterprise Centre is a domiciliary care agency providing personal care and treatment of disorder, disease and injury. It is registered to provide a service to children, younger adults, older people, people with learning disabilities or autistic spectrum disorder, people with a physical disability, people with a sensory impairment, people with mental health needs and people living with dementia.
CQC only inspects the service being received by people provided with 'personal care'; help with tasks related to personal hygiene and eating. Where they do we also take into account any wider social care provided. At the time of our inspection it was confirmed that six people using the service received 'personal care’.
A registered manager was in post. 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. The registered manager was fully aware of their legal responsibilities and was committed to providing excellent leadership and support to staff.
People received care and support from a staff team that were inspired and had a positive sense of direction and strong leadership to give people an enhanced quality of life. The vision and values of the provider in providing high quality person centred care was central to the ethos of the service. People’s care was centred around them as individuals and they were fully engaged in making decisions about their care. Without exception staff and the management team actively supported people’s independence and meeting their hopes and dreams. Assessments and care plans considered people's values, beliefs, hobbies and interests along with their goals and aspirations for the future.
Without exception people and their relatives confirmed that staff respected people's individuality and enabled them to express their wishes and make choices for themselves about all aspects of their lives. The management team and staff understood the importance of working in accordance with the principles of the Mental Capacity Act, 2005 (MCA). 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.
People were treated with kindness, compassion, dignity and respect. Their rights to privacy and freedom of choice were fully upheld. The provider was committed to ensuring they had the right staff with the right approach and understanding to meet people's individual needs. People and their relatives told us that staff and the management team often went the extra mile to ensure that people had happy and fulfilled lives. The provider was committed to overcoming barriers to meet people’s hopes and dreams and actively supported and advocated for people to enable them to achieve these.
People were supported by staff to engage in activities of their choosing. The provider built relationships with services within people’s local community to enhance people’s care experience.
The provider considered innovative ways of supporting people to communicate their needs and actively researched other methods of assistive technology that would enhance people’s quality of life.
People and their relatives were central to team meetings, reviewing care plans and risk assessments. People were actively involved in the recruitment process and were in control of choosing who would support them with their care. People had choice and control over all aspects of their care.
People were protected from the risk of harm. Staff had been trained in safeguarding people and understood how to report any concerns of abuse. Risks to people's safety were comprehensively assessed to ensure they were effectively managed.
People were protected by safe recruitment procedures to ensure staff were suitable to work in care services. People were fully engaged in recruitment and selection process and their care and support was delivered by staff that they had chosen. Staff received in-depth training for their role and received ongoing support and supervision to work effectively.
People were supported by staff that had received bespoke competency based training to ensure the people they were supporting received safe care. The provider had systems in place to assess and identify the support people required before receiving care.
The provider worked in partnership with other healthcare professionals and external agencies to continuously provide a service that was based on best practice, and actively sought their feedback to continuously improve the care provided.
People felt comfortable approaching the management team with a complaint and were confident that concerns or complaints would be appropriately responded to. The provider had procedures in place to respond to people's concerns and liaised with other professionals where appropriate to ensure investigations remained objective.
The registered manager was knowledgeable about all aspects of the service. The provider had robust systems and processes in place to monitor the quality of the service and had created an electronic record keeping system that enabled the provider to be responsive to the individual needs of the people they supported.
People and their relatives all spoke positively of the staff team and how the service was managed. The vision and values of the provider ensured that people were at the heart of the service. The management team were visible, approachable and highly regarded amongst people, relatives and the staff.