Caremix 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 treated people with kindness, compassion and dignity and respected their privacy. Staff developed positive, meaningful relationships with people and demonstrated a clear understanding of what mattered to them. Care staff spoke about engaging people in conversation about their interests, including football and current affairs, to promote companionship and emotional wellbeing. One staff member said, “We have to make life full for people and bring out the best in them.” Staff described how dignity during personal care was maintained, including ensuring privacy and being observant to risks while supporting people safely. Policies such as equality and diversity further reinforced respect for people’s values, including preferences linked to modesty and cultural needs.

The provider treated people as individuals and delivered care that reflected their preferences, routines and personal histories. Care planning and daily practice were tailored to people’s wishes and level of independence. Feedback confirmed people were able to express their views and direct their care. Staff demonstrated knowledge of people’s interests and daily routines, such as supporting preferred meal choices. Care was flexible and responsive to the individual, including supporting personal care, meals and mobility in line with their preferences. Consistency of staff, particularly regular carers for morning and evening calls, supported continuity and familiarity. The provider had engaged directly with 1 person when care started and continued to review care informally through contact and feedback mechanisms.

The provider promoted people’s independence, choice and control over their care and daily lives. Care plans clearly outlined how people wished to maintain independence, including managing aspects of their care and making day-to-day decisions. Staff supported this by offering choices and respecting preferences, for example around meals, routines and activities. Daily records evidenced people were supported in line with their choices, and staff described encouraging independence, such as supporting people to manage shopping lists and use technology to order items. Equipment and environmental adjustments, including mobility aids and accessible items, were used to help maintain independence safely. This approach ensured people remained in control of their life and care, while receiving appropriate support when needed.

The provider responded to people’s immediate needs in a timely and appropriate way. Care visits were scheduled consistently throughout the day, ensuring people received support at key times. Leaders monitored visit times through spot checks to ensure people received the full duration of care. Care was responsive to changes in need, for example increasing support following a hospital admission when a person’s mobility reduced. The provider also adapted care arrangements in line with people’s preferences, such as introducing additional visits when required. People had access to equipment, including a pendant alarm, to seek help when needed, and care staff ensured the environment supported safe and timely responses.

The provider supported workforce wellbeing and enabled staff to provide care effectively. Systems were in place to promote staff safety and wellbeing, including lone working policies, access to support, and guidance on managing risks when working in the community. Staff had regular supervision and opportunities to discuss their performance and wellbeing, alongside monthly team meetings which focused on topics such as mental health, person-centred care and infection control. These meetings also encouraged staff to look after their own wellbeing, with leaders promoting work-life balance and healthy lifestyles. Staff feedback was positive, with 1 staff member stating, “I feel valued as an employee and I am treated well,” and another confirming they had sufficient rest and support. This supportive culture enabled staff to deliver consistent, person-centred care.