Rolling Hearts Care 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 service. This key question has been rated good. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

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.

Relatives consistently described staff as kind, respectful, and caring. A relative told us staff treated their family member as an individual and took time to speak politely, explaining what they were doing, and listened to them. Another relative said, “They (care staff) never rush and always speak to them with respect.”

Relatives said staff protected people’s dignity during personal care. They told us staff closed doors and curtains, respected privacy, and always maintained modesty. A relative commented, “They (care staff) are very discreet and make sure [family member] is comfortable and covered.” This protected people’s dignity.

Relatives felt staff knew their family member well. They said staff respected preferences, routines, and personal choices. A relative told us, “They (care staff) know what matters to [family member] and always check before doing anything.” This helped relatives feel confident that care was personalised and delivered in a way that respected the person’s identity, building trust and reassurance in the service.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. Care records showed staff tailored care to each person’s needs, preferences, and routines. Care plans described what mattered to people, including daily choices, communication preferences, and cultural or personal considerations. This helped staff deliver consistent, person‑centred care.

Relatives told us staff treated their family member as an individual, not a task. A relative reported, “They (care staff) know what she likes and doesn’t like, and they always respect that.” Relatives felt staff took time to ask, listen, and adapt care accordingly.

Staff told us clear care plans helped them personalise care. They said records guided them on how people preferred their care delivered and how to promote independence. A staff member reported, “The care plan tells us how to support them in the way they want.” This supported respectful and individualised care.

Care plans were reviewed when needs or preferences changed. Records showed updates following discussions with people and relatives. This supported people to remain involved in decisions about their care, even as needs changed.

The provider promoted people’s independence, so people knew their rights and had choice and Care plans described people’s daily routines, preferences, and wishes. Staff told us these plans helped them support people to live their lives the way they chose.

Staff said they actively promoted independence. They explained they encouraged people to do as much as they could for themselves and offered support only when needed. A staff member told us, “We don’t take over, we support people to stay in control.” Relatives confirmed what staff had told us.

Another staff member described supporting a person who had experienced a medical condition, explaining that although the person had weakness on one side of their body, they remained largely independent. Staff provided support with personal care and showering only and encouraged the person to complete other tasks independently. This showed staff avoided taking over unnecessarily and supported choice, confidence, and independence.

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. We found staff responded promptly when people required immediate support. Relatives said care workers were observant and noticed subtle changes in people’s condition, mood, or comfort. They described staff acting quickly and calmly, which helped prevent escalation and reassured families that concerns would not be missed.

Relatives said staff responded well to distress or discomfort during care. They described care workers adjusting their approach, pace, or communication style when people appeared unsettled or uncomfortable. This helped people feel calmer and supported, particularly where communication was limited or health needs were complex.

Managers supported staff to respond effectively through clear guidance and oversight. Relatives said they felt confident staff would act if something did not feel right and trusted the service to respond appropriately. This approach helped ensure people’s immediate needs were met safely and compassionately.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. The registered manager recognised the importance of supporting staff within a small service and actively promoted respectful, supportive working relationships. Staff said managers fostered openness and honesty, creating a culture where staff felt listened to and supported.

Staff meeting minutes showed management acknowledged challenges, discussed staff wellbeing, and encouraged staff to remain engaged and committed to delivering good care. This approach helped build trust and a positive, supportive team culture.

The service recognised and valued good practice. Records showed staff were acknowledged through an “Above and Beyond” award, celebrating positive action and professional judgement. This reinforced staff confidence, morale, and motivation.

Managers supported staff through regular feedback and recognition. This helped staff feel valued and enabled them to remain motivated, responsive, and focused on delivering person‑centred care.