Care at Home (Midlands) Ltd

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.

At our last assessment we rated this key question Requires Improvement. At this assessment the rating changed to 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. Whilst we identified care plan guidance for staff sometimes lacked personalised details this had not had a negative impact, as staff had overall a good awareness and understanding of people’s care and support needs. We concluded this was therefore a recording issue that the management team agreed to address.

Overall people told us care staff were generally punctual and stayed for the expected duration on the call. The provider was aware of some people having experienced late calls and this was being followed up and improvements made to the scheduling and oversight monitoring procedures.

Staff received a comprehensive induction and ongoing training. Where people had specific health related tasks, staff received additional training provided by external healthcare nurses.

People and relatives overall felt assured the service was responsive to their individual needs. A relative said, “Everything is going really well, the staff are very friendly. [Name] is the care manager; they are so approachable. I feel I’m listened to; they understand as a family member how stressful it is.”

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. Staff worked with other professionals to make sure people’s needs were met and made timely referrals where needed. For example, care records confirmed how the management team had made a referral for an occupational therapy assessment and also liaised with people’s social worker or local authority adult social care team.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The provider’s service user guide provided information for people about what they could expect from the service, including relevant contract details. This document been made available in alternate formats such as other languages, large print and easy read. People’s care plans provided staff with guidance on their communication needs.

The provider had systems and processes for people to share feedback and ideas or raise complaints about their care and support. Staff involved people in decisions about their care and told them what had changed as a result. The provider used newsletters to share important information with people, relatives and staff, and this included analysis from feedback surveys in the theme of ‘You Said, We Did’.

The service had systems in place to capture people’s feedback. People were provided with information about how to complain. Complaints were logged and investigated to ensure shortfalls were addressed. We saw complaints were responded to promptly.

People and their relatives were overall positive about the communication with the management team. A relative said, “We have no issues really, [relation] wanted to stay in bed all day but the carers worked with me to come earlier so encouraging them to get up.” Another relative said, “Two or three months ago I had an extended period of time where there had been many late visits. I had to raise it with the office. It’s been put right.”

Staff told us there was an open culture where they could raise concerns about poor practice if required. They were encouraged to report concerns to the management team.

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

The provider had an equality and diversity policy providing guidance on the importance of treating people equally. This was further supported by staff training and additional support was provided to staff when required.

The management team and staff were alert to discrimination and inequality that could disadvantage different groups of people in accessing care, treatment and support. The management team supported people and their relatives to access services, including health care and assessments, to ensure they received the care and support they needed.

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 and managers advocated on behalf of people to ensure they had access to medical services when they needed. The management team also liaised well with external health and social care professionals and multi-disciplinary teams working with people to share important information to support the person achieve positive experiences and outcomes.

Leaders and staff were alert to discrimination and inequality that could disadvantage different groups of people in accessing care, treatment and support.

Staff received equality and diversity training. This helped staff to understand and value difference.

We spoke to people about their experience of care. They did not report any barriers to care related to discrimination.

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.

At the time of our assessment no person was receiving end of life care. However, staff told us and records confirmed, they had received end of life care training. The management team told us how end of life care plans would be developed with the person and their relative when required.

People’s care plans included future goals and aspirations. The management team told us and records confirmed, how a person wanted an electric scooter to support their mobility. A member of the management team had supported the person with the purchase and delivery of the scooter.