Abbots Care Limited (East Dorset branch)

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 received personalised care that was responsive to their needs, wishes, and preferences. Care plans were on electronic format, staff had access to them on their smartphones. This meant any changes in people’s needs were shared immediately and staff were kept up to date with new information about people they cared for. Care plans contained person-centred details, including their goals, skills, abilities and how they preferred to manage their health.

Staff had worked closely with people, their relatives, and others important to them to ensure all their wishes and feelings were recorded. Staff had spent time with people and their relatives to gain real insight, and demonstrated they knew people, their routines, wishes and preferences very well.

People and their relatives told us that they felt “listened to” and “understood” they described staff as supportive, caring and “happy to go above and beyond.”
 

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.

The provider worked hard to ensure peoples care was person-centred and joined up. They communicated with local GP surgeries, occupational therapists, social workers, pharmacies, and community nurses to ensure people received healthcare support as needed and to ensure medicines were available as required.

A health and social care professional gave us an example and said, “A very effective lead carer system was in place, and this ensured a clear identification of the client’s specific needs, which were numerous, and coordination of care provision. Necessary training was identified and given and care delivery regularly monitored. This included disease specific training for professionals, manual handling (including hoisting), skin integrity, feeding routines and Percutaneous Endoscopic Gastrostomy (PEG) feeding. Any drop in care standards were dealt with effectively and efficiently by the Community Facilitator, who was also the lead carer. Team members formed a comprehensive understanding of the client, and a strong bond of care was developed. All safe systems of care were agreed with the client’s representative. The lead carer had a knowledgeable overview of the wider care package and was able to assist in coordinating care delivery from different services. Transport options were established to facilitate visits to other services and regularly used by the carers and the appropriate manual handling training was given.”
 

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

Staff we spoke with explained how they supported people to understand information in ways that suited their communication needs. Some people communicated better with pictures, so staff used visual prompts and picture based communication when needed.

Staff explained that they supported people to understand information by discussing it in a clear and accessible way. Staff said they sought clarification from professionals on people’s behalf when questions arose. We saw alternative formats, such as large print information, were available for people who needed them.

Relatives shared no concerns about how information was received.
 

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.

People and relatives confirmed they felt comfortable calling the service and providing feedback. When asked, relatives confirmed they knew who to contact if they had concerns and felt they would be listened too. One relative told us, “Yes, I know who to go to, I know who to report to if there’s any concerns and I know I would be listened to.” And another said, “Yes, I will report to the line manager.”

The service had an effective complaints process and an up-to-date complaint's policy. Records confirmed recent complaints were responded to in a timely manner and any learning and reflective practice were shared with staff.

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

The registered manager explained a 24 hour on call system was in place, with both a team leader and the registered manager available for support. This meant staff could access guidance day or night, ensuring people received consistent support and no one was left without the help they needed.

Staff advocated for people to ensure their care and support reflected their individual preferences and wishes. They promoted people’s rights by encouraging them to be part of their local communities and access opportunities in the same way as others.
 

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's care and support records were person centred and set out aspects of people's characteristics, beliefs and preferences to ensure people's equality and diversity was respected. Staff explained how they ensured people had equal access to support, opportunities, and outcomes. They understood how people’s health needs, disabilities or personal circumstances could create barriers in daily life, and care plans included information to help staff recognise and respond to these inequalities.

People were encouraged to take part in activities they enjoyed and participate in their local communities. Staff supported family relationships, attended events when needed and promoted independence so people could achieve positive outcomes at a pace that suited them.
 

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.

At the time of the inspection, the service was not supporting anyone receiving end of life care. However, the registered manager explained, when required, the service would follow the person’s care plan and ensure all support was delivered respectfully and in line with their wishes. Staff would work closely with families and other professionals to make sure the person was fully supported. People’s care plans informed staff whether they had a DNACPR (Do not attempt cardiopulmonary resuscitation). DNACPR documents were stored in people’s homes.

The registered manager also told us an end of life care plan would be put in place, so everyone involved understood what the person wanted and needed, helping ensure their choices and preferences were upheld .