Richmoe Healthcare

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 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.

People and relatives told us staff treated them with respect and care promoted their dignity. They said that staff were patient when supporting them with their personal care, speaking to them in respectful way that ensured they did not feel rushed. Staff were conscious to ensure they cared for people in a dignified way. One staff member told us, “Personal care is always in privacy. I do things at their (people’s) pace, explaining what I am doing step by step. I do this so people are treated with dignity.” Staff were motivated in their role and told us how they took time to get to know people to understand what they wanted from support. One staff member told us, “I believe preparing yourself with enough information about (people) is very important. Once we have the information, we know how to deliver care and support appropriately.” The provider had received many compliments in relation to the kindness of staff and the positive impact of support.

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 said they had developed positive working relationships with staff. They told us staff understood their individual needs and support requirements. Staff were conscious to respect people’s wishes around their daily routines. Care plans detailed people’s communication needs and how staff could support people to communicate their choices and wishes. For example, one staff member told us, “I use simple language, pictures and ensure I am facing them (person) when speaking. This helps to encourage choice in clothing, meals, and daily routines wherever possible.”

People’s care plans documented details around their background, life history and cultural needs. Staff told us they treated people as individuals and how this was an important principle to remember. One staff member said, “Each person is different and I get to know their life history, likes and dislikes, and what is important to them. I see them and treat them as an individual.” People had care plans in place to promote good mental health. For example, strategies staff should adopt in adapting their communication and support approaches to help people feel supported and safe. This helped to promote their wellbeing.

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

People and relatives told us they had experienced positive outcomes in relation to their independence, with the support of staff. People’s care plans detailed the support they required with personal care, including areas where they did not need support. This helped to ensure staff only provided support where necessary. Care plans also included ‘please do and please don’t’ guidance, highlighting how people preferred their care to be delivered.

There were examples of how effective staff support had increased people’s independence and reduced social isolation. In one example, staff supported a person to access a home mobility assessment, which resulted in them obtaining a mobility scooter. Additional support visits were arranged to help the person access the community and activities they enjoyed. In another example, a person was supported to better manage a health condition, which significantly reduced their reliance on formal support. Staff input was instrumental in helping the person become more independent.

People were given the opportunity to express preferences about the staff supporting them. Where there were concerns about compatibility, the provider made efforts to resolve these or provide alternative staff. This included accommodating preferences for male or female staff. Records showed these preferences were respected. For example, one person preferred female staff as they felt safer receiving support from them.

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 told us that staff knew them well and recognised when they were struggling, unwell and needed extra support. People told us that staff were responsive to their needs and care was adjusted accordingly. For example, if people were taken unwell during care visits, cover was arranged for staff’s subsequent visit to enable them to stay with the person.

Staff had a good knowledge around people’s needs and were able to give examples where they had acted responsively to help keep people safe or to support their wellbeing. For example, one person was initially commissioned for a 30-minute call. Staff recognised there were wider aspects of daily living where the person was struggling. This led to the provider raising concerns with commissioners, and additional visits were arranged to support with shopping, housekeeping, and maintaining a clean and safe environment. These actions helped the person to remain safely in their home.

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

Staff told us they felt supported in their role. Although staff felt they were rushed at times during visits, they said this was due to unplanned delays as opposed to issues with scheduling. They said they were given regular working patterns and senior staff were responsive to their requests. The registered manager made efforts to promote staff wellbeing, this included giving consecutive non-working days and providing support to meet the challenges associated with the cost of living.