Resurgence Case Management 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 service. This key question has been rated 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 100 (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. The provider’s ethos was based around treating people with kindness, respect, dignity and compassion. Their priority was always the immediate needs of people and finding practical and effective ways to meet them. Leaders and staff helped meet each person’s needs, including access to effective therapy or rehabilitation. One relative said, “I am absolutely 100% happy with the care. The training and knowledge [of staff] is good. I feel very happy with the care. [Relative] is doing very well. I can’t fault it.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Staff and leaders took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Equality and Diversity champions in the service worked on sharing best practice and developing overall staff knowledge, in order to better support people. Objects of reference, language skills amongst the staff team and flash cards were used to empower people to communicate their needs. People and relatives were delighted with the individualised care and support the service provided and felt this had increased their potential. One relative said, “They [the service] have a van and they can take [relative] out shopping or to the park. [Relative] can be like a normal teenager. [Relative] can choose their own clothes and pay at the till. Last Saturday, they took [relative] for a pizza.”

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff and leaders were proactive in sourcing meaningful activities and opportunities to access the community. One person commenced a home exercise programme which was put in place by the physiotherapist and staff supported the person to complete it. This had significantly improved the persons co-ordination. Staff then supported the person to apply for a membership card at the local gym and organised an induction session. Staff reviewed the person’s ongoing progression. An external professional said, “The team at Resurgence is dedicated to enabling individuals to maximise their independence, choice, and control over their care. They take a proactive approach to supporting health and wellbeing, empowering people to manage their own needs where possible.” One person said, “If [relative] goes out to a farm or a care centre, [relative] has full support from the care team.” Reflecting on the impact the service had for another person, a member of the management team said, “One of the most wonderful things to see is how [person’s] language and expressive abilities have progressed. [Person] has always been sociable and funny, now [person] can communicate so much more and everyone who meets [person] is very clear that [person] is empowered to express their wishes and desires and thoughts and does so all the time .”

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. Staff were extremely knowledgeable about people and their needs and worked with the same people to ensure constancy. For example, 1 person was visually impaired and had sensory processing difficulties. Staff explained what they were doing rather than just touching the person as they knew this could startle them. The person was also sensitive to doors being closed and the word 'bye.' It was in knowing these specific things, that helped staff to identify any concerns, adapt their approach and understand what the person was attempting to communicate. Staff told us, and we saw evidence, that staff responded to people’s immediate risks in a timely and person centred way. One relative said, “[Relative] uses Makaton and can communicate. The staff know [relative] well. They have so much time for [relative]. They use the board to communicate if [relative is distressed.”

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. Leaders were committed to supporting and valuing staff so they in turn would value people with a mutual respect. Staff were rewarded for loyalty, so motivation was maintained. This ensured staff felt valued and appreciated. Staff related policies and processes were kept under review to ensure they continued to contain non-discriminatory practices. Staff told us they felt appreciated and valued. One staff member said, “Supervision and appraisals are conducted regularly, and they are very effective and open, without any hesitation I can share my concerns. Our management is really supportive, whenever we need them, they are here for us.”