Routes Healthcare Preston

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 provider made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. People and their relatives were involved in care planning to ensure this was in line with their needs and preferences. Care plans were person-centred and included information about how people preferred to be supported. People and relatives were involved in devising and reviewing their care plans. One relative said, “[Family member] and I are involved in the care plan, which is reviewed regularly, when [family member] came out of hospital a member of the management team came to the house, and we discussed [family member’s] needs the care plan was reassessed.” One person said, “I have a care plan, and it meets my needs. If I wasn’t happy with something I would let the staff know or ring the office I have all the numbers to contact.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. People and their families were involved in agreeing and reviewing care packages and funding. Visits to people took place prior to the service commencing and continued throughout their support. There was evidence of staff working alongside healthcare professionals to achieve safe and effective care and support.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The service user guide was provided to each person who used the service, and it explained the staffing structure and what people could expect from staff and the provider. The guide also gave a link to raising safeguarding alerts. One relative said, “Communication is very good the carers will ring if any concerns, the carers inform me if the medication is running low and if they think the district nurse is required, they ring.” Another relative said, “We have a care plan which is reviewed regularly, and we are asked for feedback, the carers turn up on time and stay their allotted time.”

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result. The service user guide gave details of how people could make a complaint and explained the process. All complaints were acknowledged within 2 working days and investigated with a resolution within 28 days. People were to expect a written response including investigation findings, actions taken and proposed resolution. It also gave other contacts in case the outcome was not what was expected. People spoke highly of the provider and staff and had not had cause to make a complaint. Open discussions were in place to ensure small concerns were resolved in a timely way. We saw evidence of compliments and thank you cards. The registered manager kept a complaints record which showed concerns had been fully investigated in line with the provider’s policy and procedure. A client welfare check was carried out to ensure people were happy with the service and if they felt supported, one relative said, “It’s an excellent company, provides good caring staff the management are approachable and if I had any concerns, I would be confident it would be solved. I do not know how they could improve.”

The provider made sure that people could access the care, support and treatment they needed when they needed it. People were involved in care plans and, where required, appropriate adjustments had been made. The provider had support available out of hours and in case of emergency; staff were aware of protocols to follow. Staff and leaders supported people to access services to improve their health and well-being.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. People were involved in their care plans which reflected people’s preferences and outcomes. Staff built strong links with external professionals to ensure advice and guidance could be sought swiftly to improve people’s outcomes.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. An advanced care planning policy was in place which set out the care people wanted to receive if their physical and mental health declined. The end of life care policy set out the values, principles and practices underpinning the Routes Healthcare approach to the care of people who are terminally ill and whose death may be imminent. It supported staff in the process of caring for those who were nearing the end of their life. All staff required to work with terminally ill people received relevant end-of-life care training from induction onwards and were supported, where appropriate in relation to their roles and responsibilities, to complete an accredited national training programme.