Partners in Care (Nottingham) 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 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. People told us staff were kind and caring. One person told us, “They [staff] always ask how I am; they are very sympathetic, I couldn’t wish for a nicer group of people. They [staff] helped me such a lot and they have always got time for a bit of gossip.”

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.

We found people were in control of their care and support, and care plans detailed what was important to them. Within the care plans there was a section for people to discuss their religious or cultural needs. The registered manager told us they completed regular spot checks to monitor the quality of care, including observing staff interactions with people to ensure dignity, respect and people were receiving person centred care. This meant staff were provided with person‑centred guidance to follow and ensured care was delivered in line with each person’s wishes, preferences, and assessed.

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

The registered manager and staff team provided people with personalised support. Care plans and people’s feedback showed people were involved in all aspects of their care ensuring they had choice and control and support to maintain or regain their independence. One person told us, “As I’ve got better, they [staff] are doing less to help me, to help me be independent again.” People’s preferences and routines were recorded to support staff to meet people’s preferences. The registered manager was able to tell us in detail about people they supported and how they chose to lead their lives.

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.

Staff knew people well and were able to identify early signs of concerns, records showed these were acted on and relevant health professionals were contacted. One person told us, “That’s what has happened. I was having a bad episode with pain in my side; [staff member] got the paramedic out from the doctors and waited with me until they came.” A relative told us, “A couple of weeks ago the carer called an ambulance straight away as [relative] wasn’t very well. They stayed until I got there.” This meant staff ensured people immediate needs were responded too in a caring and responsive way.

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

Staff wellbeing was a priority for the registered manager, who ensured staff were well trained, supported and inducted to the provider’s standards so people received consistent, person‑centred care. One staff member told us, “I believe it is a nice place to work. Personally, I feel happy to go to work in the morning, and any struggles I have had, I feel supported and safe to express my feelings and concerns. I also reach out to staff when things can be difficult. For example, when service users pass away and staff naturally feel a sense of loss, I always make sure my office door is open and my chair is free so they can express their thoughts and feelings.”

Where staff completed the learning pathway quiz with incorrect answers, the human resource staff members provided staff with written explanations and guidance to support learning and correct misunderstandings. Training records showed that when staff required additional training, 1:1 support or refresher sessions, these were arranged and completed promptly. This approach assisted with staff learning and development in a caring and supportive way. This meant staff were well supported in their roles, equipped with the right knowledge and skills, and able to provide person‑centred care.