Faiths Care

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.

People and their representatives told us staff knew people well, were kind, and spent time building positive relationships with them. Relatives’ comments included, “Staff are very friendly, caring and helpful. They go out of their way. They listen to [Person], they interact with him constantly and treat him with dignity and respect” and “Staff are helpful, courteous, respectful of [Person]’s wellbeing. They keep her dignity and listen to [Person].” A person using the service said, “They [care staff] are very kind and help me, yes they treat me with dignity and respect” and another said, “Staff are very kind and help me. Yes, they treat me with dignity and respect.”

The leadership team had embedded a strong ethos of kindness, caring and compassion and this was evident throughout the inspection. Staff understood people’s personal stories and backgrounds and showed a genuine interest in people’s lives. There was a culture of kindness in the staff team. Unpaid carers and other professionals told us they were treated with kindness 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.

Assessments and care plans were used to capture information about people’s gender, sexuality, ethnicity and religion, so care could be personalised in line with these needs. Records also clearly described people’s communication needs to enable them to engage in day-to-day care and support. People’s life histories were captured succinctly at the start of care records to provide staff with enough information to build meaningful relationships. Leaders spoke passionately about the importance they placed on ensuring staff knew the life story of the people they were supporting. They told us, “It gives staff and the person a starting place to have a conversation with each other.” They also told us this is treated as an evolving record rather than a static statement, they told us, “We add to the information as we find out more about the person.”

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

Care plans clearly recorded people’s strengths, abilities, interests, important relationships and the support they needed to remain as independent as possible. People told us staff encouraged them to do things for themselves and maintain control over their daily lives. One person said, “I’m as independent as I can be.” A healthcare partner confirmed the service actively promoted independence. They told us, “Faith's Care promoted [Person]’s independence by encouraging participation in their care and daily activities where possible, rather than routinely undertaking tasks on their behalf.” Staff consistently demonstrated a good understanding of how to maximise people’s independence, helping them maintain skills, confidence and control over their care and daily routines. People had choice over important personal issues such as gender-sensitive care.

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.

Daily care records showed people’s assessed needs were consistently met, and people and their representatives confirmed this. Staff had a good understanding of people’s individual needs and told us they had the time to ensure they provided good, person-centred care. Care plans included information about conditions that may cause people discomfort or pain. They also included details about their individual communication methods, so any unmet needs could be identified.
 

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

Staff received regular support through formal supervision and appraisals. Leaders had systems in place to retain oversight of staff support including supervisions, appraisals, observations, and spot checks to ensure they were completed consistently. Supervision and appraisal records showed staff were given the opportunity to discuss a well-rounded range of topics including work related concerns, training and development needs and general wellbeing. Staff told us of a respectful and supportive leadership team who valued their workforce. They told us they felt listened to and respected and that it was a good place to work.

The service provided staff with access to an external employee assistance programme which gave them access to emotional support and practical information to ensure their wellbeing.