Craven Home Care

We assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed autistic people and people with a learning disability respect, equality, dignity, choices, independence and good access to local communities that most people take for granted. At the time of the assessment, the service was not providing a regulated activity to any autistic people or people with a learning disability, but the provider had regard to ‘Right support, right care, right culture’.

Lessons were learnt following incidents and information shared with the appropriate agencies. Robust introductions were carried out so staff knew people’s needs before working with them. Staff received safeguarding training and systems protected people from financial abuse. Staff helped people manage risk, and protocols were in place for those who displayed behaviour that communicated a need, emotion or distress. Risk assessments were carried out in people’s homes, and people were supported to keep their homes clean and tidy if required. Pre-employment checks were carried out, and staff had a thorough induction. Medicines were managed safely.

People and relatives were involved in assessments and regular reviews. Care was provided in-line with best practice guidance. Communication amongst the team was good and information was shared effectively. Staff observed changes in people’s health and wellbeing and supported people to stay healthy. The service strived to give people positive outcomes and improve their quality of life. Staff understood the importance of consent in line with The Mental Capacity Act 2005 (MCA).

Staff were kind and caring and respected people’s privacy and dignity. People were treated as individuals and their religious and cultural needs were met. Staff supported people to be independent and have control over their lives. Care plans included information about people’s communication needs so staff could better understand when they needed help and respond quickly. Managers supported staff wellbeing and ensured staff were safe at work.

People and relatives were involved in decision making, and person-centred care was prioritised. Support was flexible and small teams helped promote continuity. Information was provided to people in a way they could understand, and the provider actively sought feedback. People had access to care and support when they needed it, and managers advocated for people to improve outcomes. The service worked closely with the local hospice, and people were supported compassionately at the end of their lives.

There was a shared vision and positive culture at the service and managers had the right skills, knowledge and experience. Staff felt able to speak up about any concerns and were treated fairly. Staff spoke positively about managers and liked working at Craven Home Care. Systems were in place to assess performance and improve standards to safety and quality of care. Managers worked closely with other services, groups and charities to improve people’s outcomes; and there was an emphasis on continuous improvement at the service.