Primrose Healthcare Services Limited

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 as 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. For example, one relative told us their family member had been in hospital and initially had visiting carers but due to an increase in care needs this had progressed to a 24-hour care package. They said, “Primrose is fabulous. They listened and were able to set up the 24-hour package straight away. It has worked out very well.”

People’s care plans included detailed ‘About me’ sections. These included information about people’s life history, careers, like and dislikes, and interests. This allowed staff to know people better and create better rapports as a result. Care plans also included people’s personalised daily routines, and what they individually required during each care visit in terms of their mobility, personal care and nutritional needs.

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 received care from the same regular small group of carers, with one person confirming, “We have a couple of regular carers.” The registered manager told us, “We have dedicated sets of carers, usually around 4. It helps reduce anxiety and give continuity of care.” This allowed trusting relationships to be built between a set of staff and people, and any staff annual leave or sickness to be covered by staff who knew the person well. A staff member told us, “My rota usually allows me to support the same people regularly, which helps build trust and familiarity. This consistency means I can understand their routines, preferences and any subtle changes in their health.”

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

People and their relatives felt the provider communicated with them well. One relative told us, “It’s easy to chat to the office.” Another said the staff member had contacted them following a care call to inform them their family member was unwell and a GP had been called. The registered manager told us, “Some people’s families liked to be called after a night shift to know how it’s gone so we do that.” They also explained that everyone was given a service user information book when their care package started. This contained useful information such as out of hours numbers and how to raise a concern.

Staff were able to explain how they communicated clearly with people in a way they could understand. One staff member told us, “I try to speak in plain language. If they still don't understand, I write it for them. Also ask them for confirmation if they understood me.” Another staff member added, “I explain things clearly in simple words and check that the client understands before further proceeding.” This promoted people’s ability to make decisions for themselves.

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 their relatives felt confident in being able to raise concerns if needed. One person told us, “I made a complaint once about a carer. The [registered] manager listened to me and treated what I had to say seriously.” Another added, “I know the [registered] manager will always email if there is an issue. It’s quickly resolved and the [registered] manager has visited to discuss.” We observed that where a concern had been raised, this was resolved in a timely manner and the staff member apologised to the person for the incident.

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

Staff advocated for people who were vulnerable to not receiving the care they required. The registered manager told us of an occasion when one person they were supporting required additional support from external professionals. They told us, “We had to speak up for them as they didn’t have a family. The person’s property needed a deep clean, and they had an issue with purchasing food as well. The person needed a prepaid card, but the response for help was slow so we had to take them to the food bank many times. There was no washing machine to wash clothes. We had to go there with milk for the client. We fought to get them the things they needed.”

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.

Staff had received training in equality, diversity and inclusion, and applied these principles into their day-to-day work. One staff member told us, “I make sure people they are treated fairly and having the same opportunity as everyone else. I challenge unfair treatment in my professional way. We must treat people with respect no matter their age, gender, disability or religion.” Another staff member said, “I treat everyone fairly and respectfully. If someone is not able to speak up for themselves, I try to support them and make sure their views are heard.” People and their relatives confirmed they felt they were treated with respect no matter their background, age, religion or disability.

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.

Although staff were not currently providing end of life care to anyone, they were able to inform us how they would ensure they supported people during this stage of their life. One staff member told us, “I provide gentle and compassionate care, follow their wishes and watch out for anything that causes pain.” People’s care plans included information around any advanced wishes and if any Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) request was in place.