Rhythmic Care UK Ltd

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.

The registered manager undertook a thorough needs assessment alongside individuals and their families. This collaborative approach ensured that the perspectives and requirements of both the person receiving care and their loved ones were fully considered. Upon completion of the assessment, paper copies were provided to each person, fostering transparency and allowing them to review their care plans at their convenience.

One person told us, “All assessment are shared with me once completed, I’m also given copies of them.”.

Care plans were detailed, encompassing each person’s personal history and prioritising the aspects most significant to them, such as their faith and cultural preferences. This approach facilitated person-centred care, demonstrating respect for each person's unique background and values.

Staff were provided with comprehensive access to care plans via online systems and physical paper copies. This dual approach ensured that, whether working at people’s homes or preparing in advance, staff could always obtain up-to-date information relevant to each person’s health and care requirements.

Any updates pertaining to service users’ health or specific care needs were made readily available, either in person or through written documents. This ensured that all members of the care team remained well-informed and were able to tailor their support, responding appropriately to the unique needs and preferences of each person they assisted.

One staff told us, “During the initial assessment, the assessment team identifies each person’s dietary needs, preferences, and any risks such as poor appetite, swallowing difficulties, or dehydration.

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.

One relative told us, “The care staff consistently demonstrate professionalism in their approach to supporting my loved one.”

The provider demonstrated a clear understanding of the 'right support, right care, and right culture' guidance. This was effectively put into practice to ensure the delivery of appropriate and person-centred support.

Staff members participated in ongoing training programmes designed to keep their skills and knowledge up to date. As part of this professional development, training included the Oliver McGowan Mandatory Training on Learning Disability and Autism, ensuring that staff were equipped to meet the needs of individuals with learning disabilities and autistic people.

We observed clear evidence that support plans were person-centred. Each plan carefully documented the unique preferences of the individual, ensuring that their voice was central to the planning process. This personalised approach helped guarantee that support was tailored to each person's specific needs and wishes.

Relatives told us that they were actively encouraged to help their loved ones participate in decisions regarding their care and support. This collaborative practice promoted open dialogue and ensured that decisions were made in partnership, fostering improved health and wellbeing outcomes for everyone involved. One relative told us, “[AS1]I am regularly invited to participate in reviews for my loved one. During these meetings, my views and feedback are actively considered. I’m very happy with the service.”

Staff consistently made efforts to involve people in meaningful activities that enriched their daily lives. In addition, support plans were regularly reviewed to ensure they continued to reflect any changes in needs or wishes. This ongoing review process was crucial in maintaining the relevance and effectiveness of the support provided.

A staff member told us, ‘‘I ensure we deliver personalised care by following each person’s care plan and making sure it reflects their individual needs, preferences, routines, and choices.”

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.

The management team explained that staff members maintain regular contact with each other by telephone and through staff meetings. This approach ensured that updates regarding individuals’ needs were shared promptly, allowing the team to respond quickly and appropriately to any changes or requirements.

The registered manager highlighted that procedures were in place to refer people to other agencies when additional support was needed. This process may involve contacting district nurses or doctors to seek advice and assistance in addressing people’s requirements. Currently, these referrals were mainly carried out by family members, however staff were aware how to do this if required.

Staff told us that communication within the service was effective and positive. Staff comments included, “I am updated on any changes and people’s wellbeing when I come on duty through clear communication systems such as emails, handovers, and daily updates. We also hold meetings between different departments to ensure important information is shared with the relevant teams so that timely action can be taken when needed. A positive aspect of Rhythmic Care management is that they promote strong communication, teamwork, and information sharing across all departments, which helps ensure safe, effective, and well-coordinated care for all service users.”

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 shared with us that their care calls were routinely carried out by staff members they knew well. This familiarity meant that staff could swiftly recognise when someone was feeling unwell or was not acting as themselves. The continuity provided by having regular staff members not only helped identify changes in people’s’ health but also offered reassurance and a sense of stability to those receiving care. One person told us, “Staff are always punctual, and if there were ever any concerns about staff being delayed, they would promptly contact me. I also consistently receive the same staff members, whom I know well,”

The registered manager explained that, in most cases, relatives were primarily responsible for assisting people in accessing health professionals. Nonetheless, the manager highlighted that staff were also available to accompany individuals and their families to appointments when additional support was needed. This support extended to visits to people’s GPs or attending hospital appointments as required.

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.

Outcomes for people were reviewed to support continuous enhancement of the care provided. Effective monitoring systems were established to promptly identify any emerging health issues. Staff were aware of the appropriate contacts for advice or support from external professionals when necessary. Furthermore, regular discussions took place during team meetings, staff supervision, and routine reviews. These forums provided opportunities to explore and implement strategies to improve both the experiences and outcomes for those receiving care.

Care records were carefully tailored to meet each person’s unique needs and preferences. This included accommodating individual requests regarding the timing of care staff visits and the specific tasks for which support was required. Comprehensive information was gathered from both individuals and their families to ensure that care plans accurately reflected daily routines, cultural backgrounds, and personal wishes.

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

Staff members completed training in the Mental Capacity Act 2005, equipping them with a clear understanding of the principles of consent. This training has enabled staff to demonstrate a strong awareness of the rights of individuals in their care. They consistently sought permission before providing any form of support and ensure that people were fully informed about the actions being taken during caring tasks. Evidence of consent was documented, with consent forms present in people’s records.

At the time of our assessment no person was subject to directions from the Court of Protection. Nonetheless, the provider remained fully aware of the legal framework governing the support of people who may be at risk of being deprived of their liberty. The provider maintained up-to-date knowledge of relevant legislation and guidance to ensure compliance in all situations.