Innovations24 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.

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 70 (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 and relatives consistently described staff as having a “kind,” “caring”, “respectful” and “attentive” approach to care. A person said, “They're [staff] really kind people and very chatty, they can tell if I need emotional support, they'll help me with anything.”

The continuity of regular care staff had helped build trust, familiarity and emotional support. A person said, “As well as the practical support they [staff] give me with the personal care, they also give me really good emotional support; they're really kind and they chat to me.”

People told us overall, staff stayed for the duration of the call and were unrushed. People and relatives told us staff followed their wishes and worked sensitively where capacity was impacted, for example, gently encouraging personal care while respecting dignity and choice.

People’s daily care records showed staff recorded professional and respectful care notes.

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 care plans provided staff with important information about their individual routines, preferences, lifestyle choices, and social, work, and family history, where this had been shared. This increased staff’s understanding and ability to deliver personalised, responsive support that reflected each person’s wishes and promoted their independence.

Staff understood the importance of treating people as individuals. In discussion with staff about the people they cared for, it was evident they had developed positive relationships and knew people well.

At the time of the inspection, no person had any specific dietary needs in relation to their cultural or religious needs. However, a staff member gave an historic example, of how they had supported a person with meeting their religious and cultural needs. They said, “I arranged prayer times and halal meals.”

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 at the heart of their care, ensuring they were fully involved in maintaining their independence, choice and control. People and relatives told us how staff supported them in making decisions about what they could do for themselves. This included encouraging people to make drinks, direct their own care, and remain in control.

One relative felt staff could encourage independence slightly more in specific tasks, but overall independence was respected. A person said, “Absolutely, staff respect my wishes. I just tell them where I want to go and they'll hoist me into my wheelchair, into my armchair; I make all the decisions.”

A relative said, “Staff encourage [name] to make their own drinks, as they can do that for themself; they always look really well-groomed and well looked after.”

Guidance for staff about how to meet people’s needs included reference to the promotion and importance of independence, choice and control.

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.

Care staff informed us, and care records confirmed, that actions were taken to support people during periods of physical ill health, changes in their circumstances, or times of distress. Incident records further demonstrated that staff responded promptly and appropriately when people’s needs changed.

People and relatives were complimentary of the responsive actions of staff when required. For example, contacting GPs, accompanying people to hospital and liaising with families. A person said, “I'm really good at organising these things but they're [staff] on the ball; if I need the doctor they will help me to call or they'll call them for me.” Another person said, “They [staff] accompany me to hospital and other appointments such as the dentists; they've come out a couple of times in the night. [Name of care staff] stayed with me at hospital all night.”

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. However, a re-occurring concern was raised by staff about how the staff rota was not made available until 24 / 48 hours before they were due to work. Staff expressed concerns of the negative impact this had on them. The management team told us they were aware of this and were trying to make improvements.

The provider was working towards improving the frequency staff received supervision. However, staff told us the management team were supportive and responsive. A staff member said, “It's a positive and supportive working environment, the management team are approachable and fair.”

Reasonable adjustments were made to support staff in their roles. This included a choice and flexibility regarding staff work patterns that considered caring responsibilities. Staff told us they had access to a confidential employee assistance programme for counselling or advice.

Regular staff meetings were arranged and used to share important information, including updates on improvements and developments, as well as to discuss the provider’s expectations of staff and their accountability.