We carried out a review of the data available to us about George Springall Homecare Partnership on 6 July 2023. We have not found evidence that we need to carry out an inspection or reassess our rating at this stage.
This could change at any time if we receive new information. We will continue to monitor data about this service.
If you have concerns about George Springall Homecare Partnership, you can give feedback on this service.
George Springall Homecare Partnership is a domiciliary care service providing personal care to people living in their own homes. The service was supporting 21 people at the time of the inspection.
Not everyone who used the service received personal care. CQC only inspects where people receive personal care. This is help with tasks related to personal hygiene and eating. Where they do we also consider any wider social care provided.
People’s experience of using this service and what we found
The registered manager was passionate about providing high quality care that centred on people. There was an extremely caring culture that respected and valued people as unique individuals and ensured they were in control of their lives. There were many examples of staff going over and above what was expected of them, often in their own time. People remained extremely complimentary about the care they received.
When people required end of life care it was delivered with utmost dignity and compassion. People’s relatives praised the support using words such as ‘amazing’. Relatives also praised staff and how they supported all of the family at this difficult time.
Everyone was respected by a management team who promoted an open and inclusive culture and went to exceptional lengths to ensure people and staff felt valued. There was a stable and committed staff team that enabled people to build positive, caring relationships with consistent staff. Staff knew people well and used their knowledge to support people to engage in activities and social interactions to prevent social isolation.
The registered manager had developed strong relationships with health professionals and went to exceptional lengths to ensure people received the support they needed. There were effective systems in place to monitor and improve the service. The registered manager ensured people and staff were involved in the development of the service and used a range of methods to gather feedback. There was a clear focus on continuous improvement and commitment to following the best practice to ensure the delivery of high quality care.
People felt safe when being supported by staff. There were effective systems in place to ensure people were supported to manage identified risks. People received support from consistent staff and told us staff were rarely late and people never felt rushed.
People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.
Staff received effective training and were well supported. Staff were encouraged to develop their skills and knowledge. The registered manager ensured they kept their skills and knowledge up to date and took the opportunity to share good practice with other social care providers.
For more details, please see the full report which is on the CQC website at www.cqc.org.uk
Rating at last inspection
The last rating for this service was outstanding (published 21 July 2017).
Why we inspected
This was a planned inspection based on the previous rating.
Follow up
We will continue to monitor information we receive about the service until we return to visit as per our re-inspection programme. If we receive any concerning information we may inspect sooner.
There was a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.
People received safe care from staff who had been trained to protect people and identify signs of abuse. Risk assessments were implemented and reflected the current level of risk to people. Staff understood their responsibilities to report any concerns and followed the provider's policies in relation to safeguarding and whistleblowing.
There were enough staff to keep people safe and appropriate arrangements were in place for emergency staff cover. Recruitment processes were designed to ensure only suitable staff were selected to work with people.
The service used an electronic monitoring system which staff accessed using mobile phones supplied by the provider. The system ensured people's most current care plans were available to staff. It also enabled the service to monitor in real time the support people were receiving in relation to personal care, food and drink or medicines. As a result, the system for monitoring the quality and safety of care provided to people was efficient and effective.
Staff managed medicines consistently and safely. People and their relatives told us they received their medicines at the times they needed them and they were happy with the support they received.
Staff received a wide range of training that matched people's needs. Staff were encouraged to reflect on their practice and to develop their skills and knowledge, which improved people's experience of care.
Staff were aware of their duties under the Mental Capacity Act 2005. They obtained people's consent before carrying out care tasks and followed legal requirements where people did not have the capacity to consent.
The service demonstrated a strong commitment to promoting people's independence. Staff worked closely with people to build their confidence and learn to do more for themselves.
The service was extremely responsive to supporting people whose needs were complex and tended to change. We were repeatedly told of numerous occasions where the service had gone above and beyond of what was expected of them.
Care plans were personalised and centred on people's preferences, views and experiences as well as their care and support needs. People's history, family relationships and religious and cultural needs were taken into account.
People and relatives were delighted with the kindness and thoughtfulness of staff, which exceeded their expectations of how they would be cared for and supported. People explained how staff went the extra mile for them and assured us they couldn't ask for anything more. People told us the support they received significantly improved their well-being.
People’s relatives told us that the service went above their contractual duties by providing their loved ones with end of life care. The relatives said staff helped them to put their minds at ease and get through the difficult time. The provider's philosophy, vision and values were understood and shared within the staff team.
The service was extremely responsive to people’s needs and wishes even if the support people needed proved to exceed their contracted hours. People told us that staff went over and above the call of duty. People also said this made a profound difference to their lives.
People felt consulted and listened to about how their care would be delivered. Care plans were personalised and centred on people's preferences, views and experiences as well as their care and support needs. People's histories, family relationships and religious and cultural needs were taken into account while preparing their care plans.
The provider valued their staff team and had endeavoured to take steps to retain and develop staff to their full potential. They believed this was the key to delivering high quality, consistent care. A number of measures had been employed to recognise the contribution staff made and this had been appreciated by staff who told us they felt valued and respected.
Quality checks took place regularly and identified actions needed to be taken to enhance the service. The registered manager was devoted to providing people with such care so that they were able to live as independently as possible in their own homes. The manager involved staff in promoting an open and positive culture. Staff knew how to put the aims and values of the service into practice so people received personalised care. Staff, relatives and other professionals spoke positively about the registered manager.