We undertook an announced inspection of Harrogate Homecare Limited on 23 June 2015. We told the provider two days before our visit that we would be coming.
At our last inspection on 11 December 2013 the provider was meeting the regulations that were assessed.
Harrogate Homecare Limited provides up to 24 hour support to people who need help to remain at home. At the time of our visit 28 people were receiving a personal care service.
The service had a registered manager. 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.
We have made a recommendation in relation to following best practice guidance on the safe administration of medicines.
During our visit the registered manager presented as knowledgeable and approachable and someone who provided clear leadership. This view was confirmed by people who used the service, relatives and the staff we spoke with. People told us that they were always treated with dignity and respect. They spoke highly of the care that was provided and were confident that any issues that they might raise would be acted upon.
We found that effective management systems were in place to safeguard people and to promote their welfare. People were supported by care workers who had the right mix of skills to make sure that practice was safe and they could respond to unforeseen events. People spoke positively about their care workers and said that they received a consistent, reliable service.
Care workers had received appropriate training including training in safeguarding adults and on the safe administration of medicines. Care workers were knowledgeable about their roles and responsibilities and had the skills, knowledge and experience required to support people safely. Appropriate communication systems were used to update managers and care workers about people’s changing care needs. This ensured people continued to receive safe, effective care that met their needs.
Safe recruitment practice was followed, which minimised the risk of appointing someone unsuitable for the job. We found that people’s care was designed to meet people’s care needs in a responsive, personalised way.
There were examples of good partnership working that enhanced people’s care and wellbeing. One example was the joint training with health care and social care staff, which enabled them to focus on human factors which may arise in dealing with crisis situations or in the provision of palliative care. The staff we spoke with who had completed this training confirmed it had provided them with an insight into their own practice and feedback had assisted them to develop strategies to deal with situations that might occur.
Individual staff also undertook lead roles in the service for dementia care, palliative care and quality assurance. These arrangements were being used to identify improvements and take action to drive continuous improvement and make sure people received good, consistent care.
People were supported to attend healthcare appointments and care workers liaised with other healthcare professionals as required to meet people’s needs. People were supported to eat and drink according to their plan of care.
Care workers were aware of the requirements of the Mental Capacity Act 2005 and understood how they should this in their work to make sure that people’s rights and freedoms were upheld.