Heart Of Hope Care Ltd - Cumberland

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.

There was a caring culture throughout the organisation and leaders were clear, “we care for everyone who is with us.”

Staff treated people with kindness, compassion and empathy. Staff respected people’s privacy and dignity at all times. Staff had respect for each other, healthcare professional colleagues and the people they cared for.

People described staff as “kind, caring and polite.” One relative stated, “The way they are with her is heartwarming to see. We can’t speak more highly of them.”

Families felt informed and reassured. One relative told us, “We had four offers of care providers who could meet her needs and thank goodness this was the choice we made.”

There had been no concerns reported from commissioners or healthcare partners about the standard of care observed.

Staff treated people as individuals and made sure people’s care, support and treatment met was in line with their assessed needs and preferences.

Staff were respectful of people’s strengths, abilities, aspirations and determination to maintain their independence. Staff recognised personal culture and unique backgrounds and protected characteristics when delivering care and support.

Staff knew people well and had also built relationships with family members.

Staff made an effort to understand people’s personal preferences and family members commented on how staff “know how she likes things done.”

Relatives described how the approach of staff was person-centred. One relative told us, “She wanted female carers and they were provided”, and another said, “It’s centred around him and the way he likes things.”

Staff supported and encouraged people to maintain their independence.

People and relatives said staff promoted people’s independence and encouraged them to do as much for themselves as possible.

One family member said, “Everything they do helps him to maintain as much of his independence as possible” and another said, “They encourage her to do things for herself.”

People knew their rights and had choice and control over their own care, treatment and wellbeing. Staff respected people’s homes and their individuality.

Care plan entries demonstrated how staff sought consent, involved people and were led by their choices and informed decision making when providing care and support.

One person told us, “Person-centred care always.”

People told us they could have personal care in accordance with their preferences, and they could change their mind if they were busy, or going out. One person told us, “I shower regularly, when I want, even at lunchtime.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s assessed needs, responded in a timely manner to requests and escalated matters in the event of changes in a person’s condition.

Staff supported people to be comfortable and happy. Where people exhibited any distress or worry, staff took time to understand how best to support people during the period of upset.

One family member told us, “They spend time with her and notify us if she is in pain or discomfort.”

Where staff had concerns about changing health, care and support needs, they sought consent from the person to inform managers who would inform the GP or nurse. This allowed managers to have detailed live oversight of people’s needs and allowed them to attend or safely reallocate staff if necessary. There was out-of-hours contact for people and staff.

One person told us, “They respond quickly and they come straight away” when I need them.

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

Staff stated they had sufficient time on calls to perform their duties to a high-standard and they did not feel rushed or hurried. Rotas were prepared in advance with rest periods and time away from work allocated.

Staff were motivated, committed and knew where to go for support. Managers were approachable and receptive to contact and made themselves available at all times to take calls from their staff. Staff commented positively about training and supervisions.

All staff were consistent in their views of the service leadership, speaking positively about the personal and collective support they received.

Staff felt they had a voice which was heard and their views about people they cared for, and the service, were welcomed. One staff member stated, “I feel valued and have always been treated as a professional.”

There was a strong team-working ethos where the team were supportive of one another, and managers are “there for me.”