Daffodil 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 supported and treated with dignity and respect.

This service scored 65 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People were treated with kindness, dignity and respect. People and their relatives consistently spoke positively about the approach of staff and told us they felt supported and valued. Feedback reflected that staff took time to build meaningful relationships with people and understand their individual preferences, routines and what was important to them. This helped ensure care was provided in a personalised way that reflected people's wishes and needs.

Positive and trusting relationships had been developed between people and staff. One relative told us, "The staff are kind and seem happy, (family member) gets on better more with one staff member than the other and they are respectful with (family member’s) home and privacy". Another relative said, " Staff treat (family member) with privacy and dignity and they get on very well together. One thing i like is that they make space for our family privacy when we visit."

Staff understood the importance of maintaining people's privacy and dignity and supporting people to remain as independent as possible. Feedback from people and relatives demonstrated staff provided care in a respectful manner and were mindful of people's personal space, relationships and home environment.

People and relatives told us staff treated people as individuals and understood their needs and preferences.

Feedback highlighted positive relationships between staff and people, with staff building rapport through shared interests and meaningful conversations. Relatives also told us staff understood people's specific support needs and knew how to provide care in the way that worked best for them. One relative said, “(Staff) knows (family member) behaviour and understands them well, and will keep me informed.” This demonstrated staff had taken time to get to know people and were providing personalised support that reflected their individual preferences, strengths and routines.

The provider did not always promote people’s independence, so people did not always know their rights and have choice and control over their own care, treatment and wellbeing.

People were supported with choice and control in many aspects of their care and relatives spoke positively about staff treating people with dignity, respecting privacy and involving them in decisions about their support. One relative said, “(Staff) is respectful of (family member) dignity and knows them and their needs very well.”

Staff were able to explain how they promoted independence by encouraging people to do as much as possible for themselves, offering choices and respecting people's wishes and decisions.

However, people's preferences and routines were not always consistently respected in practice. Some people and relatives told us there was variability in call times, which could affect people's comfort, independence and daily routines. One relative told us the final care visit often took place around 7pm, which could result in their family member remaining wet or soiled overnight.Another person explained that changes to staff shifts and rotas sometimes resulted in inconsistent call times. These concerns demonstrated people were not always receiving support at times that reflected their individual needs and preferences.

Although people generally described staff as reliable and felt safe in their care, inconsistencies in the timing of visits meant people did not always have full choice and control over how and when their support was provided.

The provider did not always listen to and understand people’s needs, views and wishes. Staff did not always respond to people’s needs in the moment or act to minimise any discomfort, concern or distress.

Staff described how they monitored people's wellbeing, recognised signs of distress and escalated concerns when changes in health or wellbeing were identified. Staff had access to care records through an electronic care planning system and could access out of hours arrangements and escalation procedures when required.

However, people and relatives did not always feel they could obtain support from the office promptly when needed. One relative told us they found the office slow to respond and therefore dealt directly with care staff wherever possible. Some people and their relatives told us they did not have details of an out of hours number which had led to challenges in communicating with theregisteredmanager in an emergency. One relative described an occasion when a person was ready for discharge from hospital in the evening but, due to difficulty in contacting the service the discharge was delayed.

The provider cared about and promoted the wellbeing of their staff,

Staff consistently told us they felt supported by the registered manager, management team and their colleagues. They said they felt able to raise concerns, share feedback and discuss ideas for improvement and were confident they would be listened to.

Feedback from staff reflected a supportive and inclusive working environment. Staff described positive working relationships with managers and colleagues and said they felt valued and respected in their roles. One staff member told us, "There is a very supportive management team. I feel listened to and confident in raising concerns. The manager supports staff both professionally and personally."

Staff said managers were approachable, responsive and available when support was needed. This helped create a positive working culture where staff felt a sense of belonging and were encouraged to contribute to the continued development and improvement of the service.