Kaedi Recruitment Agency Ltd

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 service involved people and treated them with compassion, kindness, dignity and respect. This is the first inspection 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 70 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People and their relatives told us staff had a caring approach and protected their privacy and dignity most of the time. However, a person told us of an incident when they did not feel their privacy was respected and staff did not act appropriately. Records showed this incident was investigated and resolved, with actions taken to prevent re-occurrence in future.

Otherwise, staff respected people’s rights to privacy but had consent to check on their welfare when appropriate or when there was a specific concern about their health. This could be during times when there was a lack of response to knocks on the door or messages sent by staff when people were out in the community. A person said, “I get on with staff. We have a good rapport. They are kind and respectful.” A relative said, “They respect my [family member] and from what I have seen, they are pretty good.” A staff member told us they respected people’s needs and wishes by adapting their communication sensitively, giving people space, knocking before entering rooms and maintaining their privacy when supporting them.

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.

Staff had access to information about people's culture and background before working with them. People told us there were regular staff in the service who knew them well. This helped maintain familiarity and consistency. Staff understood the different dynamics between people and adapted their approach to reduce anxiety and conflict between them as much as possible. Staff recognised differences in people’s personalities and communicated in ways that helped build trust. People felt their personal preferences were understood, and staff were respectful of their individual needs. A staff member said, “We try to support everyone and offer compassion and empathy. We understand people’s different emotions and try to reassure them and help them relax when other service users are getting angry or distressed.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People said staff encouraged them to do as much as possible for themselves. They reported feeling supported to develop their independence skills. This included shopping, cooking, volunteering, attending community groups and managing their money. People were supported to pursue relationships and meet other people outside of the service. A person said, “The staff respect my independence. I can choose what I want to do and am free to go out or stay in my room.” People and relatives told us staff took time to get to know them. Staff encouraged people to remain as independent as possible, for example by prompting them to maintain their own personal care needs.

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 and relatives told us staff were responsive and communicated and interacted with them in a kind and compassionate way. The management team responded to people’s immediate needs and ensured support was delivered in a timely and organised way. The provider had robust systems to manage risk and respond to emergencies. This included increased staffing levels, including waking night staff and additional support when required, to help ensure people were monitored safely. Electronic care records and handovers ensured staff were aware of current risks, incidents and actions. Records showed care plans and risk assessments were reviewed, and people felt their changing needs were acknowledged.

The provider cared about and promoted the wellbeing of its staff and supported and enabled staff to always deliver person-centred care. Staff said they were well supported by the provider and told us their wellbeing was taken seriously. Staff were able to take time off and have breaks to ensure they were able to carry out their work to the best of their ability. Staff’s wellbeing was supported through regular one‑to‑one meetings, team meetings and open discussions about the day to day challenges working in the service. A staff member said, “I am treated well by the management team. They always visit the house and speak with us and the residents. They check everyone is well and make sure any problems are dealt with.”