Call on Me Ltd

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 were positive about staff and the provider. They confirmed they felt listened to and that staff knew them well. Also, people we spoke to confirmed their privacy was respected, and staff were respectful, kind and supportive. One person told us, “Staff are supportive and respectful, they are honest and explain why something changes.”

Staff were consistent in demonstrating their understanding of the people they were supporting, their understanding of people’s rights, such as in relation to privacy and that the key person was the person they were supporting, not their family members. Leaders performed regular feedback reviews to maintain oversight of the quality-of-care people received. If any concerns were identified, there were processes in place to investigate and resolve these.

We received feedback from external partners who said staff were kind and respectful when communicating with people and them and professional working relationships were maintained with visiting health professionals. One professional told us, “People who use their service are treated with dignity and respect.”

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 shared their likes, interests, hobbies and preferences and confirmed they were supported with these by staff. This was corroborated by staff and their demonstration of knowing this information. Staff were able to describe how they supported people and knew their histories, interests and hobbies. People we spoke to spoke positively of staff with comments including, “Staff are friendly, supportive and trustworthy, they help you do stuff.”

Leaders and staff spoke warmly about people and knew people as individuals. The mental health lead spoke passionately about the new approach they had implemented and how it was led by the person.

Processes were in place to ensure people were treated as individuals and their needs were discussed prior to receiving care from the service. This included regular visits to a local college, speaking to young people and their relatives about the services offered.

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

People detailed choices they made. These included everyday choices such as what to wear, eat or where to go. People did not feel staff restricted them or made decisions for them but supported them to make decisions they wanted by ensuring they had the information needed. Professionals we spoke to confirmed this, one professional told us, “People participate in all choices being discussed about them and in my experience the service users are very satisfied with the service they are offered.”

Staff and leaders were able to provide examples of how people were supported to develop and maintain their independence. These included how they encouraged independence with personal care tasks, medicines, household tasks and developing confidence to access the community independently. The provider continuously reviewed people’s support needs and highlighted where staff support could be reduced as people’s independence developed.

Processes were in place to regularly review people’s care and support needs to ensure people’s independence was promoted. This included regular care plan reviews involving the person and their feedback and regular meetings with staff to discuss progress or changes with regard to their independence. In addition, a new programme called ‘Outcome Star’ had been implemented which involved working with individuals to set goals and monitored if outcomes were achieved. People we spoke to confirmed these care reviews took place and they were involved which meant people had choice and control over their care and treatment.

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.

Leaders told us they were flexible, adjusting peoples care calls to meet peoples needs and escalated any concerns identified. This included sharing information of peoples changing needs with staff to support effective care provision. This would be by phone, email or sharing documents with staff to ensure they had up to date information and people and staff we spoke to confirmed this.

Staff were able to describe indicators for people they supported which prompted additional support and were able to detail proactive strategies to support people.

Processes were in place to obtain people’s feedback around the care they received. This included regular audits of people’s feedback, unannounced spot checks and regular staff supervisions. In addition, people confirmed they knew who they could speak to if they had any concerns.

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

Staff were positive about the provider and leaders. They told us leaders cared about people and staff. Staff also confirmed they had adequate rest periods and could access support if they needed it.

The provider had a wellbeing and care coordinator whose focus was on staff supervisions, appraisals, sickness and absence. Staff and records reviewed demonstrated regular supervisions and team meetings were held where topics discussed included staff wellbeing and any changing care needs to support staff to provide person centred care to people alongside additional specific training if required.