Miles Ahead Care

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’s care records reflected respectful language and a compassionate approach. Compliments highlighted staff professionalism, dedication and responsiveness. One person said, “Extremely kind and caring staff, will always offer any extra help, for example clearing away plates and trays; they would do almost anything for me.” This showed people experienced care from staff that were thoughtful and went beyond basic tasks.

People’s privacy and dignity were respected, and staff built positive relationships so people felt safe, comfortable and listened to. Care was delivered flexibly in line with people’s preferences and daily routines; this supported a personalised approach.

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 were personalised, with “About Me” sections written in the person’s own voice for their preferences, routines and what mattered to them. This helped staff understand each person as an individual.

People’s wider needs were also considered. Where appropriate, care plans included emotional, social and end of life preferences, showing a holistic approach to care. Staff supported people’s communication needs so they could be involved in their care and express their views.

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

People’s care plans supported independence by outlining what people could do themselves and how staff should support them, including positive risk-taking. People were supported to stay connected to their community and take part in activities they enjoyed. Care plans included information about hobbies and relationships, helping staff provide meaningful, personalised care and support people to achieve their goals.

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 were alert to changes and took time to observe, communicate and check what people needed. They used clear communication and checked understanding to respond appropriately. One staff member explained that people “Have a guide in the respective folders at the house which explains how they want their communication”.

People’s was adjusted when their needs changed, with updates and referrals made where needed. Visit monitoring systems supported timely care, and people were kept informed. One family member said, “They will usually let me know if running late, no missed visits.” Which helped to provide reassurance to people.

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

Staff received regular supervision and spot checks carried out, with records up to date and no gaps identified. Shadowing opportunities supported staff to build confidence. Leaders provided additional support where needed, including guidance to improve documentation and staff confidence. A positive culture encouraged staff to raise concerns and suggest improvements. Leaders responded supportively, with recognition schemes in place and learning used to improve the service.