Partnership Care & Support

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.

Staff supporting people were courteous and kind. One person told us, “The staff are good. They are nice.” A relative told us that staff were caring, “from what I have witnessed.” Staff spoke about people in fond and respectful ways and staff addressed people by their preferred names.

Managers and staff treated people with dignity and respect. We observed positive interactions between people and staff. Staff wore house shoes rather than their own shoes when in people’s house. One member of staff told us, “We followed a protocol of speaking to people on arrival first, before speaking to colleagues.” This meant people were treated with 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.

People were treated as individuals. Staff provided care and support to people in their own homes. The support provided was delivered in line with people’s needs assessments and person-centred care plans. People and their relatives were involved in both their assessments and care planning. This meant that people’s care and support was personalised to people’s unique needs and preferences.

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

Staff promoted people’s independence. People were supported to develop their skills and confidence around activities of daily living. This process involved supporting people along a pathway from staff provision and staff assistance to staff supervision and people doing for themselves. People were supported to develop their independence in activities such as personal care, bedroom maintenance and meal preparation.

People were supported to make choices that gave them control over their lives. For example, people chose what activities they engaged in, what they wore and what they ate. Staff supported people to personalise their rooms and managers supported people to choose the staff who supported them.

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 responded to people’s immediate needs. One relative told us, “Staff understand family member's complex needs well, and have been trained to respond appropriately.” Care records provided staff with guidance on responding to people’s immediate needs in safe, effective and person-centred ways. For example, where people presented with behavioural support needs staff responded by following strategies to de-escalate people’s anxiety.

Where people presented with healthcare needs, staff ensured these were met. For example, staff made appointment with their GP and supported people to attend. To meet individual and complex needs, staff made referrals to healthcare professionals who carried out specialist assessments. Staff followed the guidance written by healthcare professionals which was incorporated into people’s care records. This meant staff followed best practice when responding to people’s immediate needs.

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

Staff felt supported by the registered manager and the leadership team. Staff told us they met management regularly and were encouraged to share their views. Managers explored the well-being of staff informally when visiting services, and formally in supervision meetings.

Following incidents such as behavioural episodes, managers met with staff for debrief meetings. These were meetings were used to discuss incidents, their impact on staff well-being and how this could be supported. Where required, staff had access to a confidential counselling service. This meant the provider promoted the well-being of staff.