Comfort Call Rotherham

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. Staff and leaders carried out an initial assessment to obtain information about the care and support required and to meet with people and their families. People were involved in devising their care plans and were supplied a copy of this for their records. Packages were reviewed every 12 months unless people’s needs changed.

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 were supported through regular training and supervision to deliver care and support to people which was in line with good practice guidance and standards. Care plans clearly stated people’s needs and included monitoring tools for things such as nutrition and hydration. This enabled staff to identify any concerns and swiftly obtain external professionals, so people received appropriate care which met their needs. One person said, “Carers get my food for me and always check I am happy with what comes out of the fridge.”

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. Staff and leaders worked well between each other, ensuring relevant information was communicated effectively. The registered manager constantly checked people’s care notes to ensure they were robust and gave enough information to other staff. Staff worked alongside healthcare professionals to ensure people received appropriate care and support. For example, 1 person was supported to complete exercises to improve their mobility. These exercises were set up by an occupational therapist and staff supported the person to complete them.

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 and leaders had strong links with external healthcare professionals and liaised with them when people required their support. Staff ensured they delivered care and support in line with professionals’ guidance to ensure they received good quality support which met their needs.

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’s care plans contained information about their goals and outcomes and demonstrated how staff should support people to achieve them. For example. 1 person wanted support with emotional well being and wanted staff to enhance their well being by encouraging and promoting their independence in all daily tasks. This ensured the person was able to actively participate in their care and be consulted on all decisions made.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People told us they felt involved in their care and staff included them in their support. One staff member said, “Some people use gestures to consent to care or take me over to show me something they are wanting; this is all documented in their care plan if they are unable to communicate and it will say how to approach the service user to meet their needs.” 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 MCA 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.
We found the service was working within the principles of the MCA.