Carters Green Healthcare Services 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 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 65 (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.

Staff and relatives told us people were provided with positive, kind and dignified care. Staff described how they treat people as they would treat their own family, and relatives supported this, saying, “[Person] smiles when they see staff,” and “The staff are very kind and do an amazing job.”

The registered manager told us, which was supported by the records we viewed, how staff supervisions, team meetings, training and spot-checks are all designed to ensure staff are clear on the importance of people being treated with compassion and dignity.
 

People were treated as individuals and the delivery of their care took account of their preferences.

Some care plans and risk assessments did not always contain person-centred information about people’s needs, nor information about people’s histories, preferences and aims. This meant people were at risk of their individual needs not always being known and understood by staff.

However, staff demonstrated an awareness of people as individuals. Staff described how they tailor care to people’s individual needs by listening to what they want and adapting their approach to meet preferences.

Relatives told us how staff used photographs to communicate with people where their communication needs required this, and were flexible to changing circumstances. For example, a relative said, “They [staff] are understanding if you change things that are not working for me or [my relative]; while another said, “They [staff] adapt their care to suit [my relative’s] mood on the day.”

The provider did not always promote people’s independence, so people did not always know their rights and have choice and control over their own care, treatment and wellbeing.

Leaders were unaware of the ‘Right support, right care and right culture’ guidance, and people’s care plans, risk assessments and daily care records made little reference to the principles of the guidance. This meant autistic people and those with a learning disability were at risk of their needs not being appropriately understood and met by staff.

However, relatives described how staff were led by people and their families in how they supported people and that staff promoted independence, choice and control to people, where this was possible. One relative told us, “In the morning, staff encourage them to eat by themself and brush their own hair”; while another said, “They [staff] always ask them where they [name of person] want to go and choose what they want to eat”, and, “They [staff] take them [name of person] out into the community to build their confidence and social skills – they have come such a long way; they are learning new skills.”

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 rotas reflected what the registered manager told us about how the service met people’s care needs.

The service ensured people were supported by a consistent care team, which staff and most relatives told us enabled them to be able to get to know and understand the needs of the people they supported. One relative stated, “Yes, they [staff] are responsive to [my relative’s] needs – they are quick to act when they need to.”

Staff were trained in areas which aided their awareness and understanding of the need to promptly respond to people’s immediate needs, such as communication and behaviour training.

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

Staff spoke very positively about the registered manager, telling us they felt well-supported and valued in their roles. Feedback from staff regarding the registered manager included, “My manager is very helpful and supportive and is always asking if I have any concerns with my role,” and, “The manager is very good and supportive; we have their phone number, email address and is very accessible and approachable.”

The registered manager described how they demonstrated appreciation, understanding and flexibility to staff to show them their work is valued and to help support them having a positive work-life balance.