Bridgecare Solutions Ltd 2

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 treated people with kindness, compassion and respect and promoted their privacy and dignity. Staff also worked positively with colleagues and professionals from other organisations to support people's wellbeing.

People told us staff were caring, kind and treated them with dignity and respect. However, 1 relative raised concerns that some staff occasionally talked over their family member while providing care. This risked limiting the person's involvement in conversations about their care and support. We discussed this feedback with the registered manager, who acknowledged the concern and told us they would address it with staff and continue to monitor practice through ongoing observations and spot checks.

The registered manager carried out regular spot checks in people's homes to monitor the quality of care and ensure staff treated people with kindness, respect and compassion. These checks helped the provider identify areas for improvement and reinforce expected standards of care.

Staff demonstrated an understanding of the importance of maintaining people's privacy, dignity and independence. One staff member told us, “I maintain privacy by ensuring personal care is carried out discreetly and confidentially. I encourage people to do as much as they can for themselves and only provide the level of support they need, helping them maintain their independence and choice.”

Overall, feedback showed staff generally delivered care in a caring and respectful way and recognised the importance of treating people with dignity while supporting their independence and involvement in decisions about their care.

The provider recognised and respected people as individuals and tailored care and support to meet their needs, preferences and wishes. Staff considered people's strengths, abilities, aspirations, cultural backgrounds and protected characteristics when planning and delivering care.

Care plans contained information about people's individual needs, preferences, life histories, cultural requirements and personal goals. Records reflected the support people required while also recognising their strengths and abilities. Staff demonstrated a good understanding of the people they supported and described how they adapted their approach to respect people's choices and preferences.

People told us staff provided care in a way that reflected their individual wishes and routines. Staff explained how they involved people in decisions about their care and encouraged them to maintain their independence wherever possible.

One staff member told us, “I promote dignity, respect, privacy and independence by treating each person as an individual and involving them in decisions about their care. I listen to their wishes and preferences and always communicate respectfully.”

These arrangements helped ensure staff delivered person-centred care that respected people's individuality, promoted equality and diversity, and reflected what mattered most to them.

The provider promoted people's independence and supported them to understand their rights and make choices about their care, treatment and wellbeing. Staff encouraged people to maintain control over their daily lives and make decisions about the support they received.

Care plans identified people's strengths, abilities and the areas where they could remain independent. Staff recognised the importance of maintaining and developing people's daily living skills and provided support in a way that promoted independence rather than creating dependency.

People told us they were involved in developing their care plans and making decisions about how their care was delivered. They said staff offered choices and respected their preferences, including decisions about daily routines, clothing, meals and drinks. This helped people maintain choice and control over their care and support.

Staff consistently described how they encouraged people to remain as independent as possible. One staff member told us, “I promote people's independence by encouraging them to do as much as they can for themselves, rather than doing everything for them. I respect their choices and preferences, provide support where needed, and encourage them to maintain their skills and confidence in everyday activities.”

These arrangements helped people retain their independence, exercise their rights and remain actively involved in decisions about their care and wellbeing.

The provider listened to people and sought to understand their needs, views and wishes. Staff responded promptly to changes in people's circumstances and took appropriate action to reduce discomfort, concerns or distress.

Staff demonstrated a good understanding of how to recognise changes in people's needs and described the actions they would take in response. The registered manager monitored care call times and reviewed care records to identify emerging trends, changes in people's wellbeing and areas where additional support might be required.

When people's needs changed, the provider reviewed and updated care plans to ensure they accurately reflected current risks, preferences and support requirements. Staff shared updates through the electronic care planning system, enabling care workers to access up-to-date information and respond consistently to people's changing needs.

These systems helped staff identify changes promptly, adapt care accordingly and ensure people received responsive support that reflected their current needs and preferences.

The provider promoted staff wellbeing and created a supportive working environment that enabled staff to deliver person-centred care. Managers encouraged open communication and ensured staff had access to guidance, support and resources when needed.

Staff told us they felt supported in their roles and could contact office staff at any time to seek advice, report concerns or discuss issues affecting their work. The provider operated an open-door culture and encouraged staff to raise concerns without fear of recrimination.

The provider prioritised staff safety and implemented measures to support staff working in the community. These included lone working policies, arrangements to monitor and respond to workplace stress, and a robust out-of-hours on-call system provided staff with access to management support when the office was closed.

The provider supported staff through regular supervision, annual appraisals and ongoing communication. These arrangements helped staff feel valued, develop their skills and maintain the knowledge and confidence needed to provide safe, responsive and person-centred care.