Becoming Care Services Limited

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.

People receiving care were supported by staff who understood the importance of maintaining dignity, particularly during personal care, and training and supervision helped ensure care was delivered in a respectful and sensitive manner.

People told us they did not feel rushed during visits and that staff took the time needed to provide care. One person said, “We’ve never felt rushed,” while another confirmed (about the staff member), “I never feel she’s rushed.” Regular staff were described as, “Very good and very careful.”

Staff were consistently described as kind, caring and respectful. A person told us, “They are very helpful, very caring.” One relative stated, “They treat her extremely well and are very good.” People told us that staff respected their home by removing their shoes without being asked.

The service demonstrated a proactive approach to training staff in dignity and respectful care. The registered manager explained that staff received training and were taught how to maintain people’s dignity during personal care, for example by ensuring people were appropriately covered. Observational learning and the use of personal care training videos further supported staff to understand expected standards of compassionate care.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took into account people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People experienced care that was tailored to their individual needs, preferences and routines. They felt listened to and respected.

People reported that staff knew them well, including their background, preferences and personal circumstances. One person explained, “They know my background. They do speak to me.”

Staff were guided to avoid assumptions and instead focus on understanding each person’s needs on an ongoing basis. The registered manager emphasised, “Communication is key. I always tell the carers not to assume and to take each day at a time.” This indicated that staff were encouraged to remain responsive and adaptable, recognising that people’s needs and preferences may change.

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

People felt empowered and in control of their care, with their choices respected and acted upon. This supported their independence and helped maintain their preferred routines and lifestyle.

People and their relatives told us that choice was consistently promoted. One relative said, “[Family member] will tell carers and they always listen,” while another person confirmed, “They always give me choice and I can decide when to shower and what I want to eat.”

Staff reinforced this approach, explaining that, “Choice is given on what clients want to eat or wear. We always give them choice.” This demonstrated a clear understanding of the importance of supporting people to retain control over their daily lives.

Staff also described encouraging independence where possible, for example, supporting people to remain mobile by offering activities such as walking, where time allowed. They emphasised that people were always asked about their preferences and offered opportunities to engage in activities.

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.

People received timely support that met their immediate needs, helping to reduce discomfort, anxiety and risk of deterioration.

People told us staff responded quickly when support was needed. One person said, “[Member of staff] responds quickly. We discuss everything together and will be prepared for any appointments coming up. She’s brilliant,” demonstrating both responsiveness and proactive care planning.

People felt confident that staff understood their needs and could recognise discomfort or distress. One person told us, “The staff will definitely know when I’m in pain and uncomfortable. They always help me.” This was supported by feedback from staff, who explained they were able to identify when people may be in pain or distressed and take appropriate action, including contacting healthcare professionals such as the GP where required.

Continuity of care was prioritised to support responsiveness, with efforts made to allocate consistent carers so they could get to know people well. Staff explained that familiarity helped them recognise subtle changes in people’s wellbeing more effectively.

The provider cared about and promoted the wellbeing of their staff. They did not always support or enable staff to deliver person-centred care.

Staff wellbeing was promoted through regular engagement, including face-to-face conversations, monthly team meet-ups and informal opportunities to connect. The registered manager described an open and inclusive approach, encouraging staff to “Talk and work together.”

Supervision processes were in place, with recent supervisions completed for several staff members. However, the registered manager acknowledged the need to establish a more consistent routine for supervision, identifying this as an area for improvement.

Staff feedback was positive. One staff member said, “I feel valued… they ask me if I want to do anything,” and highlighted their request to undertake an NVQ Level 3 qualification, which had been granted.

Workload was reported to be manageable, with appropriate breaks incorporated into working patterns. One staff member stated, “I start at 8 am generally and have hour-long breaks in between and don’t feel fatigued,” indicating that rest periods supported staff wellbeing.