PentaCare (West Suffolk)

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; 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.

Relatives were complimentary about the care provided and told us their family members were supported to have choice and control over their own care arrangements and were encouraged to be independent and to make decisions about their care, treatment and wellbeing as much as possible. One relative told us, “The carers are respectful and discreet, check what needs doing and always put [family member] at ease.”

Staff were positive about their roles and how they promoted people’s independence and choices. A member of staff shared, “I always respect people’s dignity by maintaining privacy, speaking respectfully, involving them in decisions, and promoting choice. I treat everyone fairly and with respect, ensuring no one experiences discrimination and that their individual preferences, culture, and beliefs are always considered.”

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 and relatives told us staff knew them well and their care was delivered in the way they wanted and not in a task-centred way. People were treated as individuals and staff spent time getting to know them and supported them according to their preferences. One person told us, “The carers are very good, kind and caring, do what I need them to do.”

People’s personal, cultural, social and religious needs were considered in their care plans and staff, and management demonstrated a clear understanding of people’s individual differences and how to support them in a way that suited them best. This included adjusting call visit times in consideration of people practising their faith.

People had communication care plans in place that guided staff how to communicate with each person and people's sensory needs were considered in their care plans. Staff adjusted their approach in accordance with people’s needs to aid understanding.

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

Staff supported people to be as independent as possible with their tasks of daily living. A member of staff shared, “I encourage independence by supporting individuals to do what they can for themselves and not taking over tasks unnecessarily.”

Care plans gave staff a good overview of people’s differing dependency levels, so they knew exactly what people were capable of doing safely for themselves, and what tasks they would need additional support with. Care plans provided clear expectations that staff should encourage people to do as much for themself as possible but should be aware to step in if needed.

People’s choices and preferences were reflected in their care plan.

The registered manager was proactive in arranging social events which helped to promote people’s independence and reduce the risk of isolation. Where people had mobility needs, the provider supported them to attend by arranging transport to and from the venue.”

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 promptly and appropriately to people’s immediate and changing needs. They recognised signs of deterioration, acted swiftly alerting the management team, and ensured people always felt safe and supported.

People were supported to access external health and medical care services when required. Relatives described the service as flexible and accommodating, confirming staff and the management team were quick to act when people became unwell or following an accident.

People’s care records demonstrated timely referrals were made to relevant agencies when people needed additional support and any advice given was incorporated into the care plan for staff to follow.

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

Safety information was included in the staff handbook, and there was a personal safety policy which included details about lone working.

The registered manager held regular drop-in sessions and meetings to ensure staff had opportunities to give feedback, discuss their experiences or seek support. A staff member shared, “Overall, I feel the workplace is supportive and respectful, and staff work together to provide the best care possible.”

Staff confirmed they felt valued by managers and colleagues, and their work was recognised and appreciated by the management team.