Everyday Recruitment Agency

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s needs were assessed before they started to use the service. These were undertaken by the registered manager. This included the office team meeting the person, their relatives and assessing the environment in which care would be given. A relative told us, “We were involved in pre- assessment, and they put us at ease instantly.” People’s care plans were then tailored to the persons needs and what was important to them. Audits showed a robust review process was in place to ensure people’s needs were up to date and appropriate for them.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

People and their relatives told us they were involved in decision making and their views were evident throughout their care documentation. Care plans were person centred and detailed. They included nutrition and hydration needs. Staff used assessment tools to ensure people’s needs were identified and safely met. For example, the Malnutrition Universal Screening Tool was used to assess people’s likelihood of malnutrition and information was clearly stated in people’s care plans for staff to follow if people were at risk. Policies were in line with national good practice guidelines and staff knew people well.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff spoke highly about working together to ensure people’s needs were met. A staff member said, “My workload is manageable and we have good communication with other services, when the office refers to another service, it tends to get resolved quickly.” External health and social care services spoke highly of their working relationship with the provider. A professional told us, “ERA (Everyday recruitment agency) has always worked well with allocated social workers and Assistant Care Manager when customers are transitioning between services.” The registered manager echoed this and explained how they the service would work with external agencies, such as district nurses and GP services to ensure the safety of people.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People had choice and control over their daily lives which promoted their independence. A person gave an example of how their carers had supported them to complete tasks, such as going to the bank and applying for a new passport. Care plans were detailed to effectively support peoples’ health, care and wellbeing. The registered manager spoke about supporting people with alcoholism and managing withdrawal in collaboration with appropriate healthcare professionals.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

People’s care plans detailed their care needs, including specific health or dietary conditions, preferences about their support and how staff ensured these were met. People had routine health checks, including medication reviews. A professional said, “We ask for written feedback on each shift provided to ensure this call is meeting needs and expectations. Most of the time this is provided without us having to ask. On occasion we chase this. I can't recall any time where we were not informed verbally and in writing if there is a concern or the carer was turned away for whatever reason.” The provider worked closely with GPs when monitoring conditions. The service demonstrated they were reactive to concerns raised by relatives and quickly resolved issues to improve people’s outcomes. The registered manager explained that people have a 3-month review, regular ‘cup of tea calls’ and ‘call to chat’ sessions to check if everything is ok, and to check if they need to re-evaluate the person’s care plan, to ensure it is still working for them.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People were asked for consent in pre-assessment by the registered manager, and this was documented in their care plans. Care plans evidenced people’s preferences, for example whether they preferred female or male staff for personal care. Care plans also documented if the person has requested for specific carers not to attend their care calls. A professional told us, “I have observed if the customer does not like a particular carer the office / management team will ensure the carer is changed straight away and not ‘next time the rota is sent out’.” Staff had knowledge of the Mental Capacity Act 2005 (MCA) and understood the importance of gaining consent prior to supporting people.