Great North Home Care Limited

Rosters were well-managed to ensure people received safe, timely and consistent care from staff whom all knew their care and support needs. Effective systems were in place to proactively identify and manage risks before safety events happened. Incidents and complaints were investigated and reported. Lessons were learned from safety incidents or complaints, to reduce their re-occurrence. People and staff told us they felt confident that they would be listened to, and any concerns raised would be addressed. Accessible information was available about people if they moved between services to ensure their safety and continuity of care. People, and relatives felt included in decisions about their care, including how risks were managed to support them to continue with day-to-day tasks safely. Staff received training that was relevant to their roles and responsibilities. They received support and regular supervision with opportunities for personal development. There was robust recruitment of new staff. Systems were in place to promote good infection prevention and control.

Staff understood person-centred care and demonstrated how people were given choice and control in their lives. People’s care records were detailed and documented their history, preferences and health and mental health care needs. Records gave guidance about people’s daily routines if they could not tell staff themselves. This information assisted new staff, not familiar with people’s preferences, as they had guidance to provide appropriate care and treatment. The service was able to demonstrate how they encouraged people to make choices about their daily care such as how and when they received their personal care or what social activities they enjoyed. People’s care plans provided staff with sufficient guidance about how to maintain their independence.

Care and support was personalised and responsive to people’s individual needs and interests. People’s needs were regularly reviewed, and staff worked in close partnership with people, relatives and relevant professionals to make changes. Staff received training in equality and diversity and person-centred approaches to help them recognise the importance of treating people as unique individuals with different and diverse needs. There was a high level of awareness of and adherence to equality and human rights legal requirements in the service. Staff supported people to access services they may require, and advocated, with other advocates if necessary, to ensure any additional care and treatment needs were assessed and met.

A strong governance system was in place to monitor the quality of service provision. The provider had clear responsibilities, roles, systems of accountability and good governance. There was an emphasis on learning and improving throughout the service. People, their relatives and staff were asked for their views and experiences of the service. Feedback was listened to and addressed. Staff and managers worked in partnership with visiting health and social care professionals which provided good outcomes for people. There was a capable and compassionate management team who, with staff, worked to ensure good quality care for people in partnership with external professionals. Staff told us they felt supported by the management team. The service had accessible policies and procedures that staff were aware of and kept updated with. The provider demonstrated that it valued diversity in its workforce and worked towards an inclusive and fair culture by improving equality and equity for its staff.