AAA Homecare Limited - Teesside

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

This is the first inspection for this newly registered service. This key question has been rated good. The registered manager maximised the effectiveness of people’s care and treatment by assessing and reviewing their health, care, wellbeing and communication needs with them. Social workers supplied the registered manager with their assessments and these were used as the basis for the care records. The care records clearly detailed people’s needs. Staff planned and delivered people’s care and treatment with them, including what is important and matters to them. This was in line with legislation and current evidence-based good practice and standards. Staff supported people to manage their health and wellbeing in ways which maximised their independence, choice and control. The staff routinely checked people were satisfied with the service and whether any needs had changed. The registered manager ensured people experienced positive outcomes from the support the service offered. Staff worked with local healthcare professionals and sought advice when required. Staff worked as a team to ensure people’s support needs were met. Staff made people aware of their rights around consent and respected these when they delivered person-centred care and treatment. Staff had received training around the Mental Capacity Act 2005 and associated code of practice. Staff had received mandatory and condition specific training. Staff supervision sessions were in the process of being completed in line with the provider's policy.

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.

People told us they were involved in their assessment and how their care was to be delivered. They felt the assessment was thorough and captured their needs. One relative we spoke with told us how the manager had added extra visits in for a day family members were at a wedding so the person would have additional support and the other family members could enjoy their day.

Staff told us that there were effective systems in place to assess and monitor people's needs. One team leader told us, "I do assessments and the most important thing is to meet with people and their families and talk with them as you can find out so much. We then develop the plans from there and update staff on the app as we build from tasks to more person centred information."

Social workers supplied the registered manager with their assessments, and these were used as the basis for the care records. The care records clearly detailed people’s needs and as the service got to know people, more person centred information was immediately updated. This helped staff recognise any deterioration in health so they could contact people's relatives and health and social care professionals.

People told us they were involved in all aspects of the design of the care package and how it was delivered. They felt the assessment was thorough and captured their needs.. One relation told us, "The manager went through different combinations of what Mam was looking for, like the number of visits and what was required." Assessments were generally via face-to-face meetings, and occasionally by telephone if say there is a short-term change.

Staff told us that there were effective systems in place to assess and monitor people's needs. The use of the provider's app meant that staff were immediately able to share something with colleagues so people had the most up to date information about the person. One staff member told us, "We also use a system where any changes in a client's condition or needs are immediately logged and communicated to all relevant staff. This ensures that we are always aware of any changes and can adjust our care accordingly."

Assessments were produced, which were regularly updated, and these fully captured people's needs. The staff used assessments as the basis for developing the detailed risk assessments and care plans. People’s records included information about any need to use the Mental Capacity Act such as whether people lacked capacity to make decisions, contact details for GPs and immediate family members, and information about healthcare conditions. This helped staff recognise any deterioration in health so they could contact people's relatives and health and social care professionals.

People and their relatives told us that staff were competent, caring and treated them in a dignified manner. They told us that staff recognised if there was a change in their health and, when needed, contacted relevant healthcare professionals.

Staff confirmed they had formed good working relationships with all the people involved in the care of the people who used the service.

Feedback from partners was positive in their experience and working relationship with AAA Homecare Limited - Teesside. One commissioner told us, "The service works well in my experience, it is always possible to speak with the manager, and discuss care planning and I have found those I have spoken to be open and honest about what they are able and unable to provide. Time is always taken to discuss care plan, expectations, call times etc. "

The registered manager had developed systems to ensure staff understood and recognised when people might need the support from external healthcare professionals. The recording app used by the provider to complete daily notes and store the care plan and risk assessment enabled real time feedback by the person using the service or their relative. This meant that any issues could be escalated quickly and shared with other professionals as well as the staff team.

People we spoke with told us the service would assist them to access healthcare if it was needed. One relative said, "Although I arrange appointments, the carers sometimes pick up her tablets for us, that's a great help."

Staff liaised with external health and social care professionals to ensure people received consistent care and support. Staff told us they felt confident to support people with managing healthcare needs. One team leader told us, "We had a new client with a slide sheet and I hadn't seen one like this before so I asked the OT to give me training and I was meeting staff there on each visit so I could show them."

People's healthcare needs were met. Care records clearly detailed people’s health needs and how staff were to support them. They also set out how to encourage people to maintain their well-being and independence.

People told us the care they received was good and they were happy with the service provided. People reported they found the staff closely listened to their views and care packages were very flexible, person-centred and would be altered quickly to meet any changes they wanted. One social worker we spoke with told us, "Feedback from clients is quality of care is excellent."

The registered manager and staff told us they closely monitored the service to ensure people experienced good outcomes. The app used to record the care plan and daily notes for people also enabled people and relatives who had access, to give immediate feedback on the visit received.

The registered manager regularly reviewed the systems and processes in the service to determine if improvements could be made. Action plans were used to identify and monitor where changes were required and how these could improve the service. They used all feedback to assist them improve the quality of care and told us, "If someone has a niggle then I meet with them and address it."

People we spoke with told us their views and rights were upheld. People told us, "The carers are very helpful and considerate and always ask if there is anything more that they can do. They always ask what we would like and chat to both of us whilst doing their work."

Staff told us that they empowered people to make their own decisions about their care and support. One staff member said, "I always ask for consent from the people I care for and support. If I felt someone could not make their own decisions about their care I would speak to my manager so that the best decision for the person can be made."

The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The Act requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. Staff had received training around the Mental Capacity Act 2005 and associated code of practice and felt confident applying this in their practice. The provider had policies and procedures in place relating to mental capacity and areas such as lasting power of attorney and Do Not Attempt to Resuscitate notices.