Capital Homecare (UK) Limited

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People were positive about staff. Comments included, “I’ve had a regular carer for 6 years who provides kind and compassionate care. [Staff member’s] empathy is appreciated,” and “ Staff look after me very well and are kind and compassionate.”

Managers carried out spot checks on staff in people’s homes to ensure staff were treating people with compassion and dignity. This included reviewing staff training, observing the staff and talking to people during the care call.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People’s cultural, religious and spiritual needs were assessed and recorded in their care plans. The registered manager confirmed adjustments to care were made to ensure people’s preferences were met. For example, 1 person had been supported to have their staffing adjusted, enabling them to observe their religious festival.

Care plans contained detailed information about people’s independence skills and the level of support they needed. This level of detail helped ensure care was person-centred, consistent and aligned with how people wanted to be supported. A relative told us, “The carers go over and above to meet all [my relative’s] care needs. They sing to [my relative], joke and laugh and put curlers in [my relative’s] hair on Saturdays.”

People were treated as individuals. Care plans were person-centred, based around the needs of individuals. Staff had a good understanding of people’s needs and how to meet them and people confirmed this.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Care plans set clear expectations that staff should encourage the person to do as much for themself as possible. A care worker said, “[Person] can do some things themselves but not everything. We do things together. I support [person] to do as much as possible, so that way they are always involved,” and another explained, “I give [person] available options of food to choose from, and they like to choose their clothes and I help [person] put them on.” These approaches supported independence and confidence in daily activities.

Care plans included information about people’s likes and interests, including food preferences where they required support with meal preparation. They also set out what people could do for themselves and what they need support with. This helped to promote their independence.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff responded promptly and appropriately to the person’s immediate and changing needs. They recognised signs of deterioration, acted swiftly, and ensured that people felt safe and supported at all times. A relative said, “When the carers arrived for the Friday bed time call [my relative] had collapsed. The carers immediately phoned for an ambulance after phoning the office. They stayed with [my relative] until the ambulance arrived.”

People were involved in developing and reviewing their care plans. People’s health and medical needs were recorded in their care plans, along with contact phone numbers for GPs and next of kin. This meant staff had up to date information about how to meet people’s needs. Staff we spoke with had a good understanding of how to support individuals.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff felt well supported, valued and able to carry out their roles effectively. Staff reported high levels of satisfaction with the support provided by managers. A staff member said, “I feel treated well and respected by colleagues. I look after my [relative] who is not well and my manager is understanding and flexible with this. They give me time off when I need it. I feel supported.” Another added, “The manager supports me. I can call them at any time. They call me too.”

Staff had access to training which supported them to meet people’s needs. They had regular opportunities to provide feedback, raise concerns and suggest ways to improve the service. This was achieved through staff supervision and team meetings.