P and S Care Limited

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 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 who used the service and relatives were complimentary about the care they received and said they felt well treated by staff. One relative told us, “The care has been brilliant to be honest. (Person) has very complex needs and is very happy with them. It takes the pressure off our family as well. The staff are amazing and we are really appreciative of them.” Another relative said, “The care is very good and the staff do their best, I couldn’t ask for anymore. The staff are good and very polite.”

Staff understood the importance of ensuring people were treated with dignity and respect when delivering care. One member of staff told us, “I would always close the door and curtains to give people privacy or cover them with a towel when getting out of the shower.”

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.

Information about people was written in a respectful, dignified way. There was information about each person and the lives they had lived so far giving a sense of who they were. The support detailed in people’s plans was specific to the support they needed and also detailed people’s wishes around the way they wanted their care delivered. The provider had a workforce consisting of staff from many different faiths and cultures and where possible, they were able to match people accordingly.

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

People were encouraged to be independent where possible and care plans provided details about things people could do without staff support. A relative said, “They are very good with (person) and staff keep them involved with small jobs around the kitchen when preparing food.”

Staff told us about the importance of taking time to allow people to do as much for themselves as possible. They told us how they supported some people to regain skills and about what it meant to a person’s self-esteem in being able to do things for themselves. A member of staff told us, “Some people are still able to do things so it is important to let them. This can include simple things such as offering a choice of clothing for example.”

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.

Staff knew the people they supported and understood their needs. Staff were clear about the course of action to take if they were concerned about a person’s needs deteriorating. The provider had close working relationships with other professional agencies and sought support as and when required. Staff were confident that they could seek support from their managers at any time if there were concerns over the welfare of a person in their care.

One relative told us how the provider was able to respond to their changing circumstances, they said, “I needed to receive healthcare treatment myself, but I did not want this to disrupt the continuity of care (person) has. They responded immediately and even provided ‘live in’ care so that (person) could be at home, which was a real help.”

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 that staff were an integral part of the organisation and that their wellbeing was an important part of their work.

Staff received regular one-to-one supervision to discuss progress, challenges, and personal circumstances, to ensure they had an opportunity to reflect and access guidance. All staff had access to confidential counselling and emotional support through an employee assistance programme which helped them manage stress, personal difficulties, and mental health concerns.

A healthy work life balance through flexible working arrangements was encouraged to reduce the risk of burnout. The service also worked closely with a qualified mental health nurse who provided advice, emotional support, and guidance to staff when needed.

The registered manager told us about instances where they had assisted staff in situations of personal risk, such as experiencing physical or financial abuse and provided support to access safety, new housing, or secure financial arrangements.