One Touch Quality Kare

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.

This is the first assessment for this newly registered service. This key question has been rated 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 told us they were involved in assessments of their needs and had contributed to their care plan. One person said, “I feel in control, staff understand, and I have a good care plan that is well written.”

People’s needs were regularly reviewed and assessed to ensure any changes were documented and staff were aware of any changes to their support needs. Care plans reflected people’s individual needs, likes, dislikes and preferences. For example, where people preferred specific aspects of their support to be done in a certain way, this was recorded and staff we spoke with were aware.

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.

The management team worked with other relevant agencies to ensure people’s care and support was in line with best practice guidance. The registered manager and deputy manager liaised with other professionals, including occupational therapists, GP’s and community nursing teams, to ensure people’s needs were met.

Where further specialist advice was required the management team had approached local support groups with specific knowledge around people’s needs, such as autism.

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.

Records we reviewed reflected that the registered and deputy managers worked closely with the staff team to ensure people received good quality care and support. Staff shared examples with us of how information about people’s needs was shared with them, and between staff members supporting people. For example, where people had requested their support be provided in a specific way. Regular communication with staff, including frequent telephone contact as well as regular staff meetings enabled important information to be shared in order that people’s needs and preferences were met.

The staff and management team also worked in partnership with other agencies to meet people’s needs. These included local pharmacies, GP’s and healthcare teams.

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’s health needs were assessed, and guidance was available to staff on how to meet their health needs. Where people were independent in managing their own health, care plans still included vital information relating to the person’s health.

Staff we spoke with were mindful of people’s health needs and were able to share examples with us of how they prompted people to maintain sufficient nutrition and hydration to support their well-being. Staff and the management team were also aware of people’s mental health needs and well-being and shared examples with us of how they had supported people to reduce their risk of social isolation.

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 was regularly reviewed to ensure it met their expectations. Records showed the management team were regularly in contact with people who received support. They acted when people felt changes were needed to their care, or it was not being provided in line with their wishes.

Care plans reflected outcomes for people that went beyond the care hours delivered by the provider and were reflective of ambitions and goals that enriched people’s lives socially and emotionally, as well as meeting their care needs. For example, supporting people to explore their religious beliefs or faith.

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

People told us staff asked for their consent before providing care. One person shared how this worked well as they had worked with the staff for a long time, so they knew them well.

Care plans included information about people’s mental capacity to make specific decisions. Staff had received training in the Mental Capacity Act and staff we spoke with were knowledgeable about people’s ability to make their own decisions.