Altogether Care - Care At Home Limited Christchurch

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

People received care they needed in the way they preferred. Their needs were assessed thoroughly and formed the basis of personalised care plans. Staff confirmed they had the information they needed to care for people effectively, including how to support them in managing their health. This robust assessment and care planning process had enabled staff to continue providing safe care to people in potentially challenging circumstances, with positive outcomes for people. The service routinely collected feedback from people about their care. The registered managers also kept records of compliments, complaints, and concerns about the service. The management team used this to improve care quality further. Complaints were addressed in line with the service's complaints policy and to people's satisfaction. Managers and staff were aware of the importance of providing care only when people consented or, if they lacked the capacity to consent to that aspect of care, in their best interests. People reported care staff would report any health concerns to the office so advice could be sought from the appropriate health professional and relatives notified if the person wanted this.cer

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.

Most of the 19 people we spoke with said they had a current care plan and had been involved in designing it, although 3 people expressed uncertainty about whether they had a plan and if they had, whether they had been involved in designing it. People who felt involved in planning their care told us, “It [care planning] helps me. I do what I want to do” and “I have decided the times I would like for my care. They provide me with females 90% of the time. I phoned and asked for a few of the staff I would like. I get to know the same faces. They do that now which is good.” People expressed less certainty about whether their care had been reviewed, although they said they would contact the office if they wanted anything to change.

Staff confirmed information in care plans was sufficient for them to provide safe and effective care. Their comments included, “People’s care plans are helpful because they outline the description of the person, what elements make their plans achievable, effective, and important, what matters to them. They are always proportionate, coordinated and adapted to the person’s needs”, and “The care plans are informative, but you will always learn more about the client once you get to know them.”

Assessments and care plans were personalised, detailed, comprehensive, and up to date. Managers recognised the importance of thorough assessments before care began, to ensure the service could meet people's needs in a way that was tailored to them. Managers regularly audited care plans to check they were up to date and complete.

People said they received the care they needed. For example, a person commented favourably on their consistent care, “The way they [staff] dress me is equal amongst them all… They are all aware of the pain in my shoulders and adapt as necessary.” Others told us, “Everything I ask for is done” and “It has made life better… Everything we need doing [care worker] does with care and attention and I do feel that she cares about us both.” People who received support with food and drink preparation expressed satisfaction with this aspect of their care. They told us staff checked what they wanted. Comments included, “I always tell them what I would like. They do exactly what I need”, “They do my lunch every day and ask what I want”, “They do make me things, but they usually ask what I would like”, and “My lunch is always warm and done properly.”

The management team kept abreast of current legislation and recognised good practice. They ensured staff were trained and supervised accordingly.

People’s care plans were personalised with details of how they wished their care to be delivered, including their food and drink preferences.

People told us they had good communication with the office team when needed. Their comments included, “When I called, I left a message and they called straight back” and “Yes, I get quick answers."

The management team had reflected on successful care packages with complexities. They had identified that comprehensive information gathering, at the point they received a referral, was key to this. Staff told us they had access to the information they needed to support people safely and effectively, for example in care plans.

A commissioner's monitoring team confirmed the service worked effectively to help ensure good outcomes for people, including liaison and collaboration with professionals involved in people’s care.

People’s care records reflected thorough information gathering and assessment from the point the person had been referred to the service.

People said care staff would act if they had any health concerns, reporting these to the office so advice could be sought from the appropriate health professional and ensuring that relatives were notified, if the person wanted this. Comments included, “If they have concerns, they immediately report it to the office and check who they need to contact” and “I had a problem, and the carer took a photo for me and sent a picture to the doctor. The carers are doing everything they can to keep me at home and stop me from going in a care home. I am grateful for that.”

Staff confirmed they had the information they needed to care for people effectively, including how to support them in managing their health.

People’s care records contained details of their health conditions, any signs and symptoms staff would need to respond to and contact details for the person’s health professionals. They also reflected that the service liaised with health professionals as needed.

People expressed confidence that managers had good oversight of the way staff worked. For example, a person commented, “All of the carers [staff] seem happy… They are willing and happy. So, management must be good.” If they mentioned any way in which they felt the service could improve, this was mostly about having a rota to say which staff would arrive and at what time. Since we spoke with people, the management team had addressed this to communicate rotas in a way that was accessible to people. The service routinely collected feedback from people about their care, although people expressed mixed experiences as to whether the service asked them for their views. Most said the service had contacted them by phone or had visited them. Typical comments were, “I get a telephone call from the office every now and then. They do listen”, “Quite often [manager] rings to see if everything is going smoothly”, “This is a first-class company that does what it says it will” and, “They have come round and asked me [about how the person was finding the service].”

Staff gave us positive feedback about their roles, coming across as motivated by their work. They confirmed senior staff and managers regularly observed them working. The registered managers and provider viewed feedback from people as crucial to the development and improvement of the service.

The registered managers kept records of compliments, complaints, and concerns about the service. They reviewed these monthly with a view to learning from them. Complaints were addressed in line with the service's complaints policy and to people's satisfaction.

People reported no issues in relation to obtaining consent. Comments included, "They [staff] are helpful and here for me. They ask what I would like" and "They [staff] always ask before doing anything."

Managers and staff were aware of the importance of providing care only when people consented or, if they lacked the capacity to consent to that aspect of care, in their best interests.

Care records reflected people's consent. Staff received training about the requirements of the Mental Capacity Act 2005.