Triple Home Care Ltd

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 that 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 management and staff team placed people at the centre of decisions about their care and support. They worked in partnership with people and, where appropriate, their relatives to ensure care reflected individual preferences, goals and changing needs. When people's circumstances changed, staff involved them in discussions about how support should be adapted. This helped to ensure care remained personalised, responsive and focused on achieving positive outcomes wherever possible.

Relatives spoke highly of the caring and person-centred approach taken by staff and described the positive relationships they had developed with both people and their families. One relative said, “[Staff] are absolutely wonderful. They are so good. When I’m busy, they knock first and give me a shout, so I know they are there. [Family member] trusts the girls. They all have a good sense of humour. That’s the main thing. They are very open in what they do.”

Relatives also provided examples of how staff enabled people to continue participating in activities that were meaningful to them and supported them to maintain social connections within their communities. One relative told us, “[Family member] enjoys going out in the community.”

The management team understood the different health and care needs of people using the service and worked to make sure support was flexible, joined up and personalised. Staff worked with people, their families and other professionals to help ensure care met people's needs and preferences.

When needed, staff supported people to contact health and social care professionals, such as doctors and social workers. They also encouraged people to stay connected with their local community and take part in activities and interests that were important to them.One staff member described how they had supported a person to become more confident and independent in their local community. By helping them manage risks and encouraging them to keep emergency contact details on their phone, the person became more confident about going out independently.

People were usually supported by a consistent team of staff, which helped build trust and ensured staff knew them well. Relatives told us staff were professional and understood their family members' needs. One relative said, “They are very diligent. Very professional.”

The management team ensured people received appropriate, accurate and up-to-date information in formats tailored to their individual communication needs. People's communication preferences and any support they required to express their views, make choices and understand information were documented within care plans. This provided staff with guidance on how to communicate effectively with each person and helped ensure, where possible, people remained involved in decisions about their care and support.

Staff talked through the different communication methods people used. One staff member told us, “We have some service users that use homemade flash cards to promote their choices. One service user uses Makaton (a communication tool).” Staff recognised the importance of using personalised communication tools to support people to express their wishes.

Relatives also spoke positively about communication within the service, and they were kept informed about matters affecting their family member's care and well-being. Feedback indicated staff took time to listen to people, communicate in ways they could understand to try to ensure people’s views were heard.

The management team made it easy for people and their relatives to share feedback, offer suggestions and raise concerns or complaints about the care and support provided. The provider had established open channels of communication and encouraged feedback from people and their relatives.

Feedback from people and their relatives indicated they felt listened to and were confident that any concerns raised would be taken seriously and acted upon. People knew who to contact if they needed support or wished to discuss any aspect of their care. One relative told us, “I can phone them at any time, and they get back to me quick if I leave a message.”

Records showed there had been no formal complaints raised during the previous 12 months. However, the service had received compliments from people and their relatives regarding the quality of care and support provided. This positive feedback reflected people's satisfaction with the service and the relationships they had developed with staff.

The provider helped ensure people could access the care, support and treatment they required when they needed it. Staff supported people to access healthcare services and sought assistance from health professionals when concerns about a person's health or wellbeing were identified. This helped ensure people's healthcare needs were recognised and responded to.

Staff worked alongside people when required, to help overcome barriers to accessing healthcare and attending appointments. They understood the importance of supporting people to engage with healthcare services and were able to describe practical ways they assisted individuals to do so. One staff member explained, “Assisting a client to go to a doctor’s appointment, taking them there and supporting while there if they require assistance and ensuring they get home again… Management also book transport for those who need it, so it might be that [staff] go in and ensure they are ready on time for their appointment.”

The management and staff team listened to information about people who were most at risk of experiencing inequality in their care, support or outcomes and tailored services to meet their individual needs. Staff recognised that people could face different barriers to participation, communication and access to community opportunities and adapted their approach to help ensure people received equitable and person-centred support.

Staff promoted a culture that encouraged positive risk-taking, enabling people to pursue their interests. Staff demonstrated an understanding of balancing safety with people's rights to make choices and live fulfilling lives.

Staff were able to provide examples of how they adapted support to help people engage in activities that were important to them. For example, 1 staff member described the steps taken to reduce the risk of sensory overload for a person, enabling them to enjoy a day out in the community. This included recognising potential triggers, planning the activity carefully and providing support throughout the outing.

Relatives spoke positively about the way staff understood and responded to people's individual needs. One relative told us, “[Named staff member] responds well with [family member].”

People who chose to do so were supported to plan for important life changes, enabling them to make informed decisions about their future care and support, including their wishes for the end of their life. Care records reflected people's preferences and choices, and relatives confirmed the service was aware of and respected important decisions relating to future care. For example, relatives told us their family members' Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) decisions and end of life wishes were known to the service and recorded.

Staff demonstrated an understanding of the importance of providing compassionate, person-centred care at the end of a person's life. One staff member told us, “I would care for them with dignity, compassion and respect to their wishes and needs and religious beliefs. Make them comfortable as possible, be respectful towards the client and family.”

Staff also understood the importance of working in partnership with healthcare professionals to ensure people received appropriate end of life care and symptom management. Another staff member said, “Facilitate visits from other health care providers i.e. G.P, palliative care nurses (and) district nurse.”