Catherine Homecare 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

People's needs and choices were assessed. People were involved in making decisions about their care and the provider sought their consent. The staff liaised with other healthcare professionals when needed to help make sure people stayed healthy and well. Staff monitored people's health and wellbeing. Staff worked closely with families.

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 registered manager met with people using the service and their representatives to assess their needs. People and their relatives told us their views were considered as part of the assessments.

Staff explained they had information about people’s individual needs, and they knew how to care for them.

Assessments covered a range of different areas and people’s needs. Templates for assessments were based on best practice guidance and questions to help make a judgement about people’s care and support. Assessments had been regularly reviewed and updated. Information was personalised and included people’s choices and wishes.

People’s relatives told us the staff and registered manager had a good understanding of needs, including dementia and learning disabilities.

Staff explained they had access to training about people’s specific needs and were able to ask for more information from the provider.

The registered manager shadowed new care workers and supported them to learn how to follow best practice. They had information and training which reflected good practice guidance and legislation.

People and their relatives told us the staff worked closely with them and also other professionals.

Staff explained they spoke with healthcare professionals when needed.

We did not receive feedback from external partners.

The provider had a record of key contacts for people so that staff knew who to liaise with.

People and their relatives told us staff monitored their health and wellbeing and responded appropriately when people became unwell. For example, contacting medical professionals.

Staff explained they had information about people’s healthcare conditions and symptoms to be aware of.

The registered manager included information about people’s health and wellbeing within care plans.

People’s relatives told us staff knew people well and were able to monitor their wellbeing and changes in their needs or health.

Staff told us they completed logs to show how they had cared for people and how people were feeling. We saw examples of these.

The registered manager audited and checked records and liaised closely with staff to ensure appropriate action was taken when monitoring and responding to people’s needs.

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 MCA 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. People can only be deprived of their liberty to receive care and treatment when this is in their best interests and legally authorised under the Mental Capacity Act (MCA). We found the service was working within the principles of the MCA.

Staff had training regarding the MCA and understood their responsibilities.

The registered manager had obtained people’s consent to their care and treatment. They worked with families to help ensure decisions were made in people’s best interests.