'Mollies' Hebe Healthcare Kings Norton

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

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

One person told us the best thing about the service was ‘the staff’. A relative spoke positively of the service as a whole, the management team and staff group. They told us, “They [all staff] look after [person] and care for them. They even support them to buy Christmas presents for family members. We have never had that from any other service before.”

Staff spoken warmly of both the people they supported and their loved ones. One member of staff told us, “Families have a big part to play here, but [person’s] family are amazing and so supportive with them.”

We saw staff listen and communicate with people in a manner they understood. In one interaction we witnessed, a person and a member of care staff spoke openly and respectfully with one another, demonstrating a warm and trusting relationship.

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.

A relative described how well staff knew their loved one and the difference this made to their lives. They told us staff understood the person, adding, “They understand [person] better, their problems and what they suffer with. They are so lovely there.”

Both care staff and management knew people well at the service, what was important to them and how to support them to ensure they met their individual personal goals. For example, a member of staff described in detail how a person was supported to achieve a health goal and spoke proudly of the difference this made to the person’s life. It was clear the member of staff genuinely cared for this person and worked to support them to achieve this goal.

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

People were supported by staff who promoted their independence. We saw 1 person was supported to keep their flat clean and tidy and do their shopping. Staff encouraged the person to choose new outfits when their old clothes did not fit them anymore. People were supported to cook their own meals in the communal kitchen, alongside staff who provided additional support and helped people develop their skills.

A member of staff told us, “The service is trying to make people as independent as possible and encourage them to move on (where possible).”

Each person had their own self‑contained flat, promoting independence and choice. A communal kitchen was also available, where staff provided support for anyone who wanted help preparing their meals or developing their cooking skills.

People had access to a communal lounge area and were in the process of collectively choosing the redecoration of the room. The deputy manager told us, “Everyone has been involved in this conversation, and the plans have been made. Everyone agreed to have ‘lounge rules’ on the door as they want to make it a nice space to people."

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 had dedicated support hours and worked with staff to ensure their needs were met in line with their preferences. We noted several instances where staff stayed beyond their scheduled shifts to ensure people received the support they required.

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

It was clear the management team and the provider promoted a caring and positive workplace culture. Staff who went above and beyond were acknowledged, with their efforts formally recognised through an employee‑of‑the‑month reward system that celebrated dedication, compassion and achievement. We also saw evidence of the provider offering additional emotional support to staff following a traumatic incident, demonstrating a commitment to staff wellbeing.

A member of staff told us, “I’m not just saying this, but it’s probably the best company I’ve worked for, and I’ve worked in domiciliary care and care homes.” They described how they had supported a person during a hospital stay and management had continually checked in with them to see if they required any additional support during this period. They told us, “Management were always coming to see how I was and if I needed support. I was ok, I would do it for any of them [people living at the service]."