Medicare Link 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.

Feedback from people and their relatives, gave a positive perception of the staff, describing them as kind and caring. A relative said, “We as a family are fully involved with the support that is given to my [Person] and we have observed how staff deliver kind care and support.”

Staff completed training focused on privacy and respect. Policies were in place to offer guidance on treating people with dignity and ensuring that their privacy was consistently protected.

Staff told us that the training was both beneficial and supportive, enabling them to perform their duties more effectively. A staff said, “I receive regular mandatory and additional training. The training is relevant and helps me deliver safe and effective care.”

The management undertook spot checks on staff while they were delivering care in people’s homes. These visits were designed to ensure that staff consistently treated people with compassion, respect, and dignity. As part of these checks, the management reviewed staff training records and directly observed interactions between staff and people during care calls. This approach helped to confirm that care was being provided appropriately, and that people’s dignity and well-being were always upheld.

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.

Care staff told us that got to know people who they were supporting and that by building positive relationships with the person enabled them to understand each person's protected characteristics, history, and wishes. This familiarity helped staff to tailor their approach and create a sense of trust and comfort to the individual person. A staff member said, “[People] are treated as an individual and encouraged and supported to maintain independence wherever possible, in a way that suits their abilities and follows their care plans.”
 

The assistant manager told us that the key role was to ensure that care was adapted to meet each person’s cultural, and spiritual needs. Adjustments may include changes in daily routines, meal planning, or support with attending religious services and spiritual activities. The assistant manager said, “Staff are trained to be sensitive to peoples spiritual needs, and care plans act as a reference point for implementing necessary changes.”

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

People confirmed that they were given support to make choices regarding the way their care was delivered. A person said, “I was involved in writing my care plan which I put information on how I wanted my staff to support me.”

Care plans showed that the service encouraged people to be as independent as possible. For an example, care plans included details about the people’s likes and interests, ensuring that their food preferences were considered when support with meal preparation was required.

Care staff recognised the importance of supporting people to maintain their independence, for an example, staff told us that they only supported people in the areas that had been identified as needing support. A staff member said, “Care should always be person-centred and adapted to individual preferences and encouraging people’s independence.”

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 their relatives told us that the service knew how to support them with their needs and wishes. A person said, “Staff know me well and what I like and don’t like.” A relative told us, “We always have the same carer, so they know my [Person] and how they like to be supported.”

People and their relatives were actively involved in the development and review of care plans. This collaborative approach ensured that the care provided was tailored to each person's unique needs and preferences. Care plans included detailed information about people's health and medical requirements, contact details for General Practitioners (GPs) and next of kin. This allowed staff to access relevant information quickly and efficiently when needed.

Staff received training to equip them with the essential skills and understanding required to effectively address and support people’s needs. The training included, First Aid, Health and Safety.

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

Staff reported having a good relationship with the registered manager, highlighting a positive working environment with their colleagues. A staff said, “I find management approachable and supportive.”

Staff had regular opportunities to provide feedback, raise concerns and suggest ways to improve the service. This was achieved through staff supervision and team meetings.

Staff were consistently given the chance to share their views, discuss any issues, and propose improvements to the service. These opportunities were embedded within the organisation's practices, notably through structured staff supervision sessions and regular team meetings.