AAA Homecare Limited – Billingham & Stockton

This is the first inspection for this newly registered service. This key question has been rated good. This meant people were safe and protected from avoidable harm. The registered manager had established systems to identify safety events and ensure these were investigated thoroughly and any lessons learnt were embedded in to practice. They worked with people and partner organisations to maintain safe systems of care and this was based on openness and honesty. The registered manager and staff worked closely with people to understand what being safe meant to them as well as with external professionals around the best way to achieve this aim. Risks relating to people's environment were assessed so people and staff remained safe. Recruitment practices were robust with an electronic system with prompts, which aided compliance. There were enough staff to deliver the care package and systems were in place to ensure new care packages could be supported with adequate numbers of staff. Medicine management was effective. Staff who administered medicines had the appropriate training. Staff followed appropriate infection control measures. The registered manager ensured staff were trained to use equipment and understand how to check items were fit for purpose.

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 is the first inspection for this newly registered service. This key question has been rated good. People and relatives found staff treated them with dignity and kindness. Staff sought people’s views about how to support them and, when appropriate, relative were included them in discussions about the support being offered. The registered manager enabled staff to deliver person-centred care and this was the fundamental basis of the design of the service. Processes were in place to take account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. The registered manager also monitored care packages in ways to ensure staff well-being was maintained and they had adequate support to deliver the service. People reported staff promoted their independence. They knew their rights and had choice and control over their own care, treatment. and wellbeing. Staff provided care in a timely and responsive manner. The registered manager also cared about and promoted the wellbeing of their staff, and supported them to deliver person centred care.

This is the first inspection for this newly registered service. This key question has been rated good. The registered manager understood the diverse health and care needs of people and their local communities. They aimed to provide care, which was joined-up, flexible and supported choice and continuity. The registered manager strongly advocated person-centred care and were quick to respond to any relevant changes in people’s needs. People felt the registered manager and staff listened to them and acted on any concerns. The systems in place made it easy for people to share feedback and ideas or raise complaints about their care and support. Information was provided in appropriate, accurate and up-to-date formats that could be tailored to individual needs. There were no active complaints. The registered manager ensured everyone could access the care, support and treatment they need when they need it. We found that care records were written in a person-centred way which assisted staff to understand how people wanted their care and support to be delivered. The provider had systems in place to support people to plan for important life changes, so people had time to make informed decisions about their future, including at the end of their life. No one was receiving end of life care but staff understood how to deliver this if needed.

This is the first inspection for this newly registered service. This key question has been rated good. The registered manager fostered a positive culture where people felt they could speak up and that their voice would be heard. The registered manager had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. An effective quality assurance system in place although this was still being embedded with new processes as the service grew. The registered manager used quality audits, feedback and other checks to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. They valued diversity in their workforce. The provider had systems in place to ensure an inclusive and fair culture was created, which consistently looked at how to improve equality and equity for the people they provided support to and people who worked for them. Staff we contacted were passionate about providing good care outcomes and took ownership for their practice. The registered manager understood their duty to collaborate and work in partnership with others and feedback from care managers and commissioners was very positive. One commissioner said, “Communication is always excellent, calls are always returned and there is always a feeling that the service and the manager are happy to offer help and support.”