Aspire Hub 1

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 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 service 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 and their relatives consistently described positive experiences of care and support. Comments included, “They [staff] are all really good. I know all the staff. Yes, I have a good relationship with them. It is lovely” and “I have a good laugh with them [staff]. I’m glad I’ve moved here.”

Managers and staff spoke about people in a compassionate manner, using positive and respectful language when discussing people’s care and support. A staff member said, “I respect people for who they are. It’s about forming a good relationship but maintaining professional boundaries.”

The service treated people as individuals and ensured their care and support reflected their needs and preferences. Staff took account of each person’s strengths, abilities, aspirations, culture, unique background and protected characteristics.

People told us there were regular staff in the service who knew them well. This helped maintain familiarity and consistency. People felt their personal preferences were understood, and staff were respectful of their individual needs. A relative said, “[Person] enjoys staff company and they take [person] out.” A staff member explained that they helped people uphold their cultural and religious beliefs by supporting them to attend church services, or by arranging for church representatives to visit when mobility issues prevented someone from going out.

The service supported people to maintain their independence by ensuring they understood their rights and had choice and control over their care, treatment and wellbeing. Care plans and risk assessments reflected people’s abilities, strengths and aspirations, rather than limitations.

Staff supported people to be fully involved in decisions about their care. One person told us, “I do have a care plan. The staff have gone through it with me.”

Staff promoted people’s independence and understood the importance of encouraging individuals to do as much for themselves as possible. A staff member said, “We work so closely with people, and we know what they can and can’t do. If I know they can do something, I will encourage them to do it.”

People were supported to maintain independence with daily tasks, such as washing, brushing their teeth and choosing their clothes, while staff remained close by to offer assistance when needed and ensure their safety. Staff demonstrated a clear understanding of balancing independence with appropriate levels of support.

The service 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 demonstrated a clear understanding of people’s needs and told us they actively monitored individual’s health and wellbeing. They explained they promptly recorded and reported any changes in condition or emerging concerns to senior staff to ensure appropriate action was taken. A relative said, “[Person] has fantastic care and they look after them amazingly. It’s been a tough year, and they have been really good and more than anyone could hope.”

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

Staff wellbeing was promoted through regular supervision, appraisals and team meetings. This provided structured opportunities to reflect on practice, discuss challenges, and receive emotional and professional support.

The registered manager told us staff were supported through a range of loyalty and development schemes, including travel discounts and access to the Blue Light Card. They explained that service managers worked closely alongside staff and that all new staff completed the Care Certificate with support from experienced colleagues. Staff were also encouraged to undertake further learning, such as Qualifications and Credit Framework courses at college, and were given support to progress in their roles.

Managers were present within the service, accessible by phone when off‑site, and responsive to both staff and people’s needs.