Your Own Home Care

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. At our last assessment we rated this key question good. At this assessment the rating has remained 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 registered manager 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 and relatives were overwhelmingly positive about the kindness shown by staff, and confirmed support was never rushed or task led. One relative told us, “[Staff] put relative at ease, they are kind, gentle and happy to sit and make them comfortable that is so important to us.”

Staff gave examples of how to protect people’s dignity for example, knocking on bedroom door’s closing curtains and leaving the room if people were talking calls.

The registered manager 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.

If people had specific interests such as attending outings, going on holidays or going to the local pub this was accommodated. People’s religious and cultural needs were included in needs assessments and care plans. The service worked closely with 1 person’s relatives to ensure they could attend church regularly. Relatives spoke about the positive impact this had on people’s wellbeing.

Staff compatibility was assessed to ensure people’s support staff reflected their preferences and their social needs; relatives spoke highly about the reassurances this gave them.

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

Staff supported people’s independence. A staff member told us, “Everyone is different and we know what people are capable of. It is very important to work with people and keep them independent. We suggest what they might want to do whilst respecting this could change.”

Staff supported people to access a wide range of community activities and amenities. Relatives gave examples of how staff had changed outings or activities, when required, to promote independence and keep people active and engaged in their local community.

The registered manager 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.

People’s communication needs were detailed in assessments and care plans, and staff were knowledgeable about non-verbal cues or behaviours which may indicate a person’s distress.

Staff explained they never felt rushed, they had the time to observe changes in people, and they could escalate concerns to the management and action would always be taken.

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

The registered manager had regular contact with staff, and staff received regular updates as and when needed.

All staff had regular opportunities to give feedback, discuss their experiences or seek support. A staff member told us, “If the registered manager is away and I need advice I know I can pick up the phone, and they will support.”