One Impact Care - Ealing

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

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 described positive experiences of care. One relative said, “Staff are very kind and treat [Person] with respect all the time,” which showed people were treated in a caring and respectful way.

Care plans supported dignified care by guiding staff to provide support sensitively and maintain privacy during personal care and daily activities. Staff described asking people how they wanted to be supported and adapting their approach to meet individual needs.

Staff respected people’s dignity and made sure that they gained consent before providing support. This reinforced expectations for respectful care.

People experienced care that respected their dignity and individuality, which helped them feel comfortable, valued and at ease during support.

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.

Care plans were personalised and captured people’s backgrounds, health needs, routines and preferences. They included cultural, religious and communication needs, such as preferred language and dietary requirements, so care reflected what mattered to people.

Staff followed care plans in practice and adapted support based on individual needs. For example, care records guided staff to provide culturally appropriate meals, support religious practices and communicate in a way people understood. Relatives confirmed this approach. A relative said, “They support her when she is praying and reading the Quran,” and another said “Care workers understood their needs well.”

People and families were involved from the start, with care planned around their preferences and staff matched where possible.

Care reflected people’s identity and choices, supporting comfort, familiarity and positive day-to-day experiences. This supported dignity, inclusion and positive experiences of care.

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

Care plans promoted independence by setting out how staff should support people to do as much as they could for themselves while managing risks safely. This included encouraging people to take part in daily activities, maintain routines and make decisions about their care.

Staff involved people in decisions, which showed people were given choice in how care was delivered. Care records also required staff to follow people’s preferences and adapt support based on their wishes.

Relatives confirmed this approach. A relative told us, “[Person’s] choices and decision are valued and respected by the care provider.”

The provider’s expectation was for staff to support people to do what they could do and help if they are unable to do things for themselves which showed a focus on enabling independence rather than doing tasks for people.

People remained involved in their care and were able to make choices, helping them retain control and confidence in how support was delivered.

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.

The provider responded to people’s needs in a timely and appropriate way, so people received care that reflected their needs at the time of the visit.

Care plans gave clear guidance for staff on monitoring changes in people’s health and wellbeing and reporting concerns promptly. They also included escalation procedures, such as contacting the office or emergency services where a person’s condition worsened.

Staff monitored people during visits and adjusted care based on their condition and wellbeing. They understood how to recognise changes and take appropriate action.

Competency assessments showed staff could identify discomfort or distress and respond appropriately, including adapting support and escalating concerns when needed.

Communication systems ensured information about changes was shared and acted on promptly.

The service responded to changes in need through review processes. People received care that responded to their needs as they arose.

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

Leaders created an open and supportive working environment. Staff described being able to raise concerns and report issues, and there were clear processes for escalating concerns to the office. This showed staff felt able to speak up and seek support when needed.

A staff member said, “I feel fully supported in my role. The manager listens and helps if I need support.” Another told us, “The office is helpful and always asks how I am feeling and if I need help.” This showed staff felt able to speak up and seek support when needed.