One Touch Quality Kare

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.

This is the first assessment for this newly registered service. This key question has been rated 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.

We reviewed people’s care plans and daily records, which staff completed when they provided people with care and support. Records were person centred and demonstrated how people’s individual needs had been met in line with the care plans and needs assessments.

Where people’s needs or preferences changed, records showed the management team had made timely changes to care plans, and contacted staff to let them know of any required changes to people’s care and support. This meant people’s care met their current needs.

Staff understood the importance of providing care in a person-centred way. One staff member told us, “[Person] is very open and will tell us, we take our direction from them.”

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 management team told us they tried to ensure each person was supported by a consistent staff team. People confirmed they were supported by an established group of staff who knew them well.

Care plans contained information about how people participated in all aspects of life in their communities. This included attending faith-based activities, as well as involvement in hobbies and interests. Staff shared examples of how they encouraged people to participate in activities and events that were important to them. They told us this gave them the opportunity to help build people’s confidence when they were unsure of whether to take part in an activity or not.

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

Information about people’s communication needs was included in their care plans and risk assessments. Staff we spoke with were able to explain how they adapted their communication style in order to meet people’s needs. This included being aware of the tone of their voice or accepting that people may prefer to communicate in writing on some days, rather than verbally.

Where people had specific communication needs, records showed the management and staff teams had undertaken training tailored to people’s individual needs to assist them in improving communication and offering assurances to people when they became distressed.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support.

People told us they knew how to raise a concern about their care and support. One person said, “I would let the office know if the staff didn’t do something. I’d feel comfortable to do that.”

The management team sought feedback from people regularly, and where changes or improvements were needed, they took action to improve people’s experience of care.Staff we spoke with were aware of the provider’s process for the management of complaints and demonstrated an understanding of how to escalate any concerns shared with them.

There was a system in place for the management of complaints and records showed the management team had acted professionally when responding to concerns and taken learning from incidents and events.

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

Where needed staff advocated for people to ensure their care and support reflected their individual preferences and wishes. Staff promoted people’s rights by encouraging them to actively participate in their local communities.

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 demonstrated a good understanding of how people’s support needs could lead to them experiencing inequalities in daily life. Care plans included information about how people’s health needs, or disabilities, could result in them experiencing barriers to everyday experiences in their local communities. The management team promoted the importance of individual well-being and took a holistic approach to people’s care and support which included how staff could provide support to people not just when they were in receipt of care, but by supporting and encouraging them to take part in activities they enjoyed.

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.

The provider was not supporting anyone at the time of the inspection who was in receipt of end of life care. However, the registered and deputy managers were experienced healthcare professionals and staff had undertaken training in supporting people who were at the end of their lives.