Triple Home Care 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.

The management team helped ensure people's care and support remained effective by assessing and reviewing their health, well-being, care and support needs with them on a regular basis. Before accepting new referrals, the managers carried out assessments to determine whether the service could meet people's individual needs safely and effectively. This helped ensure people received care from staff with the appropriate skills, knowledge and experience.

People's needs were reviewed regularly and whenever their circumstances changed, to ensure care plans remained accurate and reflected current needs. Care records demonstrated that assessments and care plans were updated as required to provide staff with clear and relevant guidance on how to support people.

Staff understood they were expected to review changes made to people’s care records. One staff member told us, “They are updated when changes happen and we have to confirm we have read the updated part when we have.” This helped provide assurance that staff were aware of changes to people's needs and could respond appropriately to support them effectively.

The management and staff team planned and delivered people's care and support in partnership with them, ensuring that care reflected what was important to them. Care was delivered in line with relevant legislation, recognised guidance and current evidence-based good practice to help ensure people received safe, effective and personalised support.

People's needs were assessed and care plans were developed to provide staff with clear information about how to support them safely and consistently. Guidance from health and social care professionals was incorporated into care planning to ensure support reflected people's assessed needs and specialist recommendations. For example, where people had been identified as being at increased risk of swallowing difficulties and choking, guidance from Speech and Language Therapists (SALT) informed their care and support. This included details about dietary requirements and the consistency of food and fluids people required, such as moist or modified-texture diets. This information was clearly recorded within care plans and risk assessments to guide staff in providing safe support and reducing the risk of harm.

The management and staff team worked with external services to support people’s well-being. This collaborative approach helped ensure people received coordinated care when additional support or specialist input was required.

Staff understood the importance of sharing relevant information and escalating concerns promptly to help keep people safe and ensure their needs were met. Staff also told us they felt able to raise concerns with the management team and were confident their views would be listened to and acted upon. This reflected an open and positive culture where staff felt supported. One staff member said, “I have no concerns voicing concerns. When I have, they have been respected and actioned. I was concerned that a client [was at risk - concern detailed]; the management team immediately contacted the social worker, GP and next of kin.”

This demonstrated the provider responded appropriately to concerns raised by staff and worked proactively with partner agencies to try to help ensure people received timely support when required.

The management and staff team supported people to manage their health and well-being in ways that to tried to maintain their independence, choice and control. Staff worked with people to promote healthier lives and, where possible, reduce the likelihood of their needs increasing over time. Care and support were delivered in line with guidance and recommendations from health and social care professionals to help people achieve the best possible outcomes.

Staff understood people's health needs and the actions required to support them safely. One staff member gave an example of supporting a person who was under the care of a Speech and Language Therapist (SALT) and was at risk of swallowing difficulties and choking. They told us, “Yes, we have clients who need some support in feeding and drinking, one in particular has increased needs. Making sure when being fed that [they are] sitting upright, no distractions, small portions or soft diet given. Time to swallow each mouthful. With drinks, to take small sips each time to prevent coughing and choking. Not to be left with food or drink unsupervised, and not to have drinks above a certain temperature and temperature of hot drinks are checked.”

The management team routinely monitored people’s care, support and well-being to help ensure positive, consistent outcomes. When people first joined the service, their skills, life experiences, strengths and areas where they required support were discussed and documented. This person-centred information was used to develop care plans and identify individual goals and desired outcomes. Staff were provided with guidance to help them support people in achieving these outcomes while promoting independence and well-being.

Relatives spoke positively about the quality and consistency of support people received. One relative told us, “They know exactly what they are doing. They have everything on their phones. Step by step.” Staff were able to tell us how they worked with people to help them develop confidence and independence. One staff member shared an example of supporting a person to access the local community. They said, “Over time we have built [their] confidence to the point where [they] will independently access the community…we spent time walking the same routes so [they] understand how to get home safely… we were worried [they] would get lost, so we walked the same route very regularly until it was instilled in [their] mind.”

The management and staff team ensured people were aware of their rights in relation to consent and respected their decisions when delivering care and support. People and their relatives told us staff listened to their views and respected the choices they made about their care and daily lives. One relative said, “[Named family member] can and has consented to his care.”

Staff demonstrated an understanding of the importance of obtaining consent and supporting people to make their own decisions wherever possible. In line with the principles of the Mental Capacity Act 2005, staff encouraged people to make day-to-day choices about aspects of their lives that were important to them, such as what they wanted to wear, eat or how they wished to spend their time. Staff described how they tailored their approach to help people understand the options available and participate in decision-making. One staff member explained they would use, “Open and closed questions, offer options, don’t overly complicate situations, calm manner, offer them different food choices, offer different outfit choices, make them feel part of decision making.”