ExtraCare Charitable Trust Humber Court

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 changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People and their relatives consistently told us staff were kind, caring, and treated people with dignity and respect. Comments were overwhelmingly positive and included, “They are very kind, every one of them,” “They pick you up when your spirits are down, they are really very good,” and “They are excellent, they take real care of [person].”

Staff knew people well and responded to them with compassion. One relative described how staff reassured their family member following an accident, saying, “Don't worry, I will see to this, and we will get you a cup of coffee.” Relatives also told us staff made practical suggestions to improve people's comfort and wellbeing such as moving their bed back to its previous position for familiarity.

The caring approach of staff had a positive impact on people's wellbeing and quality of life. One staff member described how they had supported a person who had become socially withdrawn to engage more with others by working with the person and their family to identify goals that were important to them developing a plan. They spoke positively about the progress the person had made and how they were now participating in activities and social interactions they had previously avoided. Relatives reflected similar positive outcomes, telling us people had become more settled, developed friendships and benefited from living at the service. One relative said, “[Person] was lonely and now they have friends and is in a routine.” Another told us, “[Person] is happy and the other residents seem happy too.”

Care plans provided clear guidance on promoting people's dignity and privacy. Staff were able to describe how they put this into practice, including the steps they took to protect people's privacy when providing personal care. Staff were proud of the care provided at Humber Court. One staff member told us, “I can put my hand on my heart and say care delivery is exceptional.”

External professionals described staff and management as ‘really helpful’. One professional told us, “I’ve always had a good experience here.”

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 were at the heart of the care provided by staff at Humber Court. Care packages were designed around what was important to the person and what they wanted to achieve from their care and support. Care plans were comprehensive and person-led, capturing people’s health and support needs alongside their life histories, important relationships, interests and preferences. They gave staff clear guidance on how to provide care in ways that reflected and respected each person’s individual wishes, ensuring their care was personalised, meaningful and inclusive.

Care and support were designed around each person’s individual needs and preferences, with staff providing additional time and support when needed. Relatives felt care was flexible and responsive to people’s individual needs. One relative told us, “[Person] receives extra care when they need it. If they are being given extra medicine, they are given more time”.

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 to maintain their independence, exercise choice and have control over how they lived their lives. Staff understood the importance of this. One staff member told us, “It’s important so they don't lose their skills.”

Care plans were highly personalised and clearly identified what people could do for themselves and where they required support. Staff used this information to provide the least restrictive support possible. Daily notes showed staff routinely offered people choices and respected their decisions.

Relatives told us their loved one was supported to maintain their independence One relative told us, “Yes she is as independent as she can be” and added that they have a range of activities available to them that they can join should they choose to.

The provider was exceptional in how they 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 and relatives told us staff responded promptly when they needed support. One person told us, “Yes they come quickly.” People did not raise any concerns about having to wait for support and felt confident staff were available and responsive when they needed them.

Staff had access to clear guidance on how to recognise when people may be experiencing pain or discomfort, including non-verbal signs where people were unable to communicate this clearly. Information also identified signs which could indicate a person’s health condition was deteriorating and detailed the action staff should take. This supported staff to recognise changes promptly and take appropriate action to ensure people’s immediate health, pain and comfort needs were addressed.

There was a strong and proactive approach to identifying and responding to changes in people’s needs. Staff were reminded of the importance of promptly reporting any deterioration or emerging concerns. Changes in people’s health, wellbeing and day-to-day experiences were routinely shared through handovers, team meetings and management meetings. This gave the management team effective oversight of people’s changing circumstances and enabled them to consider what further action or adjustments were required without delay.

Management meeting records showed they had a detailed understanding of people’s current needs and experiences. Managers considered a wide range of information, including changes in people’s physical and emotional wellbeing, nutrition, engagement, personal care, health needs and ability to access activities that were meaningful to them. Where concerns or changes were identified, managers explored the reasons behind these and considered practical, individualised solutions. This included reviewing care arrangements, providing additional time or support, adapting the way care was delivered and considering further involvement from families or external professionals where appropriate. For example, when staff identified that a person was not eating well, this was discussed and actions were agreed to provide the support they needed. This demonstrated a proactive approach which focused not only on responding to concerns, but on understanding and addressing the underlying reasons for them.

Staff were responsive when established approaches were not working for people. For example, we saw evidence of a discussion where a person was reluctant to accept an aspect of their personal care, staff identified the particular element causing them discomfort and adapted their approach around the person’s preferences. In other examples, managers identified where people required greater encouragement, companionship or time from staff and considered how their support could be adjusted.

The management team conducted 6-monthly ‘loneliness reviews’ to ensure people’s emotional and social wellbeing was monitored and any signs of loneliness or social isolation were identified and addressed. We saw evidence that action was taken in response to loneliness. One person’s review identified they felt they lacked meaningful engagement during the evenings when people had returned to their flats. Staff discussed with the person what they would like to do during this time and provided them with a selection of large-print books from the communal lounge. Plans were also put in place to source additional books from the local library. This demonstrated how staff recognised and responded to people's emotional and social needs as well as their physical care needs, taking practical, person-centred action which reflected what mattered to the person.

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

Leaders had systems in place to support staff wellbeing and promote a positive working culture. Staff had access to a range of wellbeing resources, opportunities for support, and recognition for their contribution to people's care.

Staff were very positive about the support they received. One staff member told us, “The management are great, they always check in with me, and they give me shifts that are more suited to my needs,” Another said, “I don’t think I would work anywhere else now because of how supportive the company is.”

The provider held monthly wellbeing check-ins within a dedicated wellbeing suite. Staff were encouraged to attend confidential wellbeing meetings with the registered manager when they required additional support. This gave staff opportunities to discuss concerns, seek guidance, and access support in a private environment.

Staff had access to an employee assistance programme, which provided a range of benefits and health and wellbeing support. This included access to trained counsellors through a 24-hour support line, helping staff to access emotional and practical support whenever needed. The provider also offered recruitment incentives to support workforce sustainability and attract new staff to the service.

The provider recognised and celebrated staff achievements. Company-wide annual awards, including a 'Care Hero of the Year' award, acknowledged staff contributions and promoted a culture where good practice was valued. The names of nominees and winners were displayed within the service, helping to recognise achievement and boost morale.

Management prioritised staff wellbeing and responded proactively to feedback. When staff said additional relief staff would help reduce pressures associated with covering shifts, management acted promptly by commencing recruitment to increase staffing capacity and support the workforce.