Great Prospects 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 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.

Staff worked with healthcare professionals to help ensure people’s care was person-centred and in line with national standards, resulting in effective support that reflected each person’s needs, and preferences in line with best practice guidance.

People’s care needs were clearly recorded in their care plans. These outlined people’s likes, dislikes and preferences. We read information about when people preferred to go to bed and when they wished to wake up. Where people had health conditions, there was specific guidance in place for staff to follow. For example, what signs and symptoms to be aware of for someone who is prone to seizure activity, and when to recognise signs of abnormal blood sugar levels in someone who was diabetic.

A staff member told us, “We spend a lot of time with people and get to know them well. We also use the care plan to understand their individual history and health needs. We communicate with people all the time, check in, and let the office and relatives know if anything is amiss.”

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.

Care plans reflected a person’s changing needs, for example, their mobility, cognitive needs, and communication challenges, with regular reviews involving the person and / or their family. One relative told us, “I can read their care notes every day, if I want. This has given me much peace of mind.” Another relative told us, “I am always kept informed, invited to reviews, and I am consulted over every decision.”

Staff worked closely with people’s health care professionals to manage their changing health needs and share information appropriately. For example, where one person’s mental health had deteriorated, the registered manager had re-referred them to the community mental health team.

A health care professional told us, “The staff seem enthusiastic and have the individual’s needs as their top priority.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Information shared with people was in easy read, pictorial format as needed. One staff member told us, “We use gestures, body language, pictures and photographs for reference. It’s all about active listening. For once person, I get into the car when it’s time to go to an appointment, so they know what is happening.”

The registered manager told us, “We will use any format required to provide information to people in the way they need, such as large print, different languages, braille and voice notes. I have recently dictated a person’s care plan into manageable pieces onto voice note for them to listen to whenever they want.”

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 provider had a complaints policy and procedures in place, which people and their relatives knew about. Great Prospects Care encouraged people and families to give their feedback and share their concerns. One relative told us, “If I have any issues, I don’t hesitate to call the office because I know they will not only listen but respond.”

Regular meetings were held where people and their relatives could discuss any concerns, and people were encouraged to make suggestions to improve the quality-of-care people received.

We saw records of complaints made about the service. The registered manager had addressed them in line with their complaint’s procedures, investigated fully, responded to the matter, and gave an apology where needed. Lesson learned were shared with staff as part of improving overall service quality.

Staff told us they felt a sense of empowerment when their voices were heard, and their feedback was acted upon. For example, when staff felt an on-line autism training was not adequate enough to embed new and useful learning, the management team designed their own ‘record keeping and medication theory training workshop’ for staff, which improved staff confidence in care note documentation as well as knowledge of best practice in relation to the administration of medication for people with autism.

Surverys were completed on a regular basis, enabling people and families the opportunity to give their feedback on the service, and ideas for improvement were encouraged informally at any time, either through contact with staff, the office, via email or by telephone.

A relative told us, “I can speak to the manager whenever I need to. They are always quick to respond and are very flexible with us.” Another relative told us, “After one meeting, the company ordered in food so we could all cook together in [person’s name] home. I appreciate how hard the staff work and nothing seems to be too much trouble.”

The registered manager told us, “We want people to feel they matter and are heard. It’s about active listening with people, remembering who and what is important to people. I carry a notebook in the car where I jot important things down, so I don’t forget to ask them next time.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Everyone was given equal opportunity to receive the care they needed promptly. This included being referred to health care professionals quickly if they became unwell, ensuring medicines were reviewed by the GP, and arranging appointments for people to follow up on any health concerns, for example, with the dental team.

Care plans detailed people’s equipment requirements to promote their independence. There were adapted facilities such as ceiling track hoists, toilet and bathing equipment, and individually adapted wheelchairs to support people to overcome physical challenges.

Staff had completed training in equality and diversity. We observed staff treating people as unique individuals, using both their preferred method of communication and name. Staff actively kept people’s environments free from obstacles to maximise the safe mobility of people, and staff knew the procedures to follow in an emergency.

The registered manager ensured there were enough skilled and competent staff on duty with people, so their daily care needs were met consistently and without delay.

Professionals we contacted told us the service was proactive and responsive. They could contact Great Prospects Care anytime and their queries would be responded to.

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.

Management and staff recognised and respected people’s social needs, religious backgrounds and sexuality, and people were supported to attend events that celebrated their identity. Great Prospects Care employed a diverse pool of care staff and they skills matched staff with people. For example, one person who spoke a South Asian dialect was aligned with a carer who spoke the same dialect.

The registered manager had worked hard to build links with the local community to positively enhance people’s outcomes. She told us, “There is a local learning disability night club that many of our clients go to. One of clients, who had been in a long stay institution, now goes shopping independently and collects her own prescriptions. People go to the cinema and the swimming pool. One client gives lectures at the university about their medical condition; another goes to college, and another client volunteers in a shop 3 days a week.” One relative told us,“Staff want to make things happen as best as possible for [person’s name]. They look for solutions and go above and beyond to help people achieve their goals.”

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.

Some people had advanced care plans in place which stated their end-of-life wishes, and their DNACPR status and documents (do not attempt cardiopulmonary resuscitation) were held within their care plans. This is an advanced decision not to attempt CPR; it is not about other treatments or care. Staff were aware of people’s wishes and had completed training in end-of-life care. The registered manager told us they worked closely with people, their relatives and relevant medical and health care professionals to ensure people’s needs were met and wishes followed. The registered manager told us, “We link in with 2 hospices, and I attended the advanced care planning conference in Norwich earlier this year. The GP and district nurses are involved, and ‘when required’ medicines are prescribed. Staff are de-briefed no matter what the hour including in the middle of the night. Someone is always available to support staff with de-briefing.”