Anchor Trust (The Laureates)

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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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 about care staff was consistently positive. Relatives told us staff “do a very good job” and are “friendly and kind.” Care staff and leaders spoke warmly about the people they supported and demonstrated genuine care and commitment to their wellbeing.

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 consistently treated people as individuals, supported by personalised information within care plans, including details about people’s histories, their cultural, religious and spiritual needs.

Staff asked people how they wished their care to be delivered, ensuring support aligned with their choices. They knew people well and understood their needs, which enabled them to provide care that was respectful, individualised and responsive.

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

Staff consistently promoted people’s independence and supported them to have choice and control in their daily lives. People were encouraged to make decisions about meals, clothing and daily routines, and staff respected the level of independence each person wished to maintain. One person told us, “They ask me what I want every day,” demonstrating that staff involved people in day to day decision making.

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.

Emergency call bells were available throughout people’s apartments, and some people also used personal pendant alarms. During the daytime, a housing manager was on site, and outside of these hours support was available through a call hub, which operated 24 hours a day. People and their relatives told us staff were responsive and adapted plans when needed.

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

Staff were supported through regular supervision and team meetings. They were also encouraged to provide anonymous feedback through an online staff survey, and an action plan was developed in response to the results. Staff confirmed they received breaks and rest periods in line with legal requirements.

Staff had access to an online employee self service system, which included information about their rights and employment policies. Relevant policies were in place, including those for workforce wellbeing, lone working and staff safety.

The provider also recognised and celebrated staff achievements. An Employee of the Quarter scheme offered vouchers and/or gifts, along with a certificate displayed within the service. A colleague nomination award also enabled staff to be put forward for wider organisational care awards.