Compassion Home Care Limited

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 requires improvement. At this assessment the rating has changed to 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.

Since the last inspection the provider’s processes for needs assessment and care planning have been refreshed and there were completely new and effective systems in place. People’s needs were thoroughly assessed before their package of care commenced. The registered manager or members of the office team visited people either in their own homes, hospital or care home to undertake face to face assessment. Initial assessment forms were comprehensive and included people’s health needs, preferences on how to be supported and any associated risks with health complications or their environment. People and their relatives’ comments included, “At the start of our service, the registered manager explained everything in detail, it was easy for us to understand. They came to my home and carried out a thorough assessment of my needs and any risks and a bit later I received a care plan, it was all inclusive. After they left I was very happy, it wasn’t a difficult decision to make,” and “It’s great because we can access it [care plan] at any time on the app since it is all now digital, we are up to date all the time.”

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.

Nationally recognised assessment tools were utilised to support the effective delivery of care, for example, the Waterlow tool was completed for each person to ascertain their risk levels of developing pressure sores to their skin. Where outcomes indicated high risk, the management team worked with relevant healthcare professionals to source pressure relieving equipment.

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.

Care records provided staff with all the relevant information to meet people’s needs. Staff completed electronic records of the support they provided during each care call which ensured information was shared and people received care in accordance with their assessed needs and preferences. There was a written and verbal daily handover when changes in people’s health or planned care were shared with care staff. Staff told us communication was so much more effective since the introduction of digital tools on their mobile phones.

We saw evidence of good collaborative working between health care professionals and staff. Where a need was identified, people were referred to other health and social care professionals for guidance and support. For example, 1 person had been referred to the occupational therapist for an assessment of their mobility equipment. The updated guidance was reflected in the person’s care plan.

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.

Some people were able to arrange their own healthcare appointments and where this was possible their independence was respected and supported; others had the support of their relatives. Where this was not possible the registered manager told us staff assisted with healthcare arrangements when it was requested or a need was identified.

Staff supported emotional health and social wellbeing by encouraging and supporting people to be involved in the community and to meet with others wherever possible. For example, meeting with friends or relatives for coffee or lunch.

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.

Staff monitored people’s needs daily and informed the management team if there were changes to their needs. Regular care reviews were held, and ad hoc reviews were conducted in response to a change of people’s needs.

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

People had signed consent forms for care and treatment and for when medicines were administered by staff. Staff documented in people’s daily records where they sought permission prior to supporting them.

Staff respected people’s right to make their own decisions and care plans and daily records documented people's decisions and choices. Comments from staff included, "We should always assume capacity and support that wherever we can." The registered manager understood their responsibilities under the Mental Capacity Act 2005 if it was felt people's capacity to make decisions impacted on the support they needed to keep them safe.