Qualitcare24-7 Ltd Portsmouth

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.

This is the first assessment for this newly registered service. This key question has been rated 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 treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People and their families told us staff treated them with kindness and respect. Comments we received included, “[Person] is very happy, staff understand them,“ and, “Staff know [person] well, it’s nice and staff are kind to [person].”

Staff and leaders demonstrated good working relationships with each other and external colleagues and were able to describe how they maintained people’s privacy and dignity. For example, supporting good levels of hygiene for people and encouraging people to respect each other and their privacy within the home environment.

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.

The provider included information for staff regarding people’s individual characteristics when developing their care plan with them. For example, we saw evidence people’s cultural needs were met for them and their family, in a person centred way which included meals and celebrations which the person and their family confirmed. The provider also had systems in place to support staff with their protected characteristics including disability and culture. Also, we received feedback from external professionals which said the provider met people’s individual needs.

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

Leaders had systems in place to monitor staff to ensure they were supporting people to make their own choices and promoting their independence. This included supervision meetings, training and spot checks. In addition, there was a policy in place which staff confirmed they had access to. People we spoke to confirmed they were aware of the information in their care plans and felt involved in their care and treatment choices. For example, people were encouraged to make their own choices, however where this was not possible, they were supported by a relative and best interest meetings were appropriately completed. Staff and leaders demonstrated understanding of how to involve people and support them to make their own decisions appropriately.

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.

People received care from staff who knew them and their needs well. We spoke to a team leader who told us about people’s needs and the plans in place for staff to follow to respond to these needs. This included responding to changing behaviours, nutritional needs and managing any known triggers for people when accessing the community. This information supported staff to respond to people's care needs. People and their relatives we spoke to confirmed staff listened to them, for example, one person’s relative told us how staff responded to the person’s behavioural needs in the community and due to this plan being in place, care staff continued to support the person to access the community.

Also, staff responded to people’s needs and made appropriate referrals to external agencies if required. Leaders had systems and processes in place to identify any shortfalls in the quality of care people received. These included assigned team leaders to staff members, unannounced spot checks, feedback sought from people and regular supervision meetings with staff. This meant staff were supported to be responsive to people’s needs and any short falls would be identified, and action taken.

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

Leaders told us they had systems and processes in place to support staff with their wellbeing which included regular supervision meetings, an open-door policy in the office and additional training if required, which staff confirmed they were aware of. Staff we spoke to were able to describe peoples support needs and how they were safely met which demonstrated staff had the necessary information to provide person centred care, which people and staff we spoke to confirmed.