Naveed Medicare Ltd Hampshire

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. Staff treated colleagues from other organisations with kindness and respect. People were at the heart of the service and we received lots of positive praise about how the service and staff treated people with kindness and compassion. One relative told us, “They're (carers) amazing and they go over and beyond...it's excellent care". Another relative said, staff are "very polite and respectful.”

Professionals we contacted spoke very highly of the service and told us their approach is consistently kind, compassionate and respectful. A professional told us how the service had worked with a person who was reluctant to engage with staff and exhibiting challenging behaviours. They said, “Naveed showed patience, kindness and understanding when working with her. Allowing her space when she needed it and offered support when this was required. They acted with compassion and understanding, always keeping the service users’ needs at the forefront of their mind.”

The service carried out spot checks on staff in people’s homes to ensure staff were treating people with compassion and dignity. They looked at staff training and observed how staff treated people during care calls in people’s homes to ensure people were being treated with dignity. The registered manager told us, “We want to ensure people are relaxed and comfortable in their home, we train our staff to ensure all this is looked into and it’s buried in our culture.”

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.

People’s cultural, religious and spiritual needs were assessed and recorded in their care plans. The registered manager confirmed adjustments to care were made to ensure people’s preferences were met. These adjustments included, changing care call times and meeting people’s preferences around staff. Staff and people could describe how staff considered people’s wishes and preferences when providing care.

The management were very committed to improving people’s wellbeing and social interaction and ensure people were treated as individuals. The registered manager told us, “This starts at the beginning with the care plan assessment and then we review with people to ensure it is person centred and treats everyone as individuals.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff recognised the importance of people maintaining daily living skills where possible. One staff member told us, “We ensure independence is prompted, whatever the client can do themselves we encourage it has to be promoted.”

People’s care plans were reflective of their abilities and strengths. People told us they were involved in developing care plans and that they were given choices on how they would like their care to be provided for example, what they would like to wear as well as choices for eating and drinking.

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’s care plans detailed where they had specific medical conditions and how these presented in everyday life. Staff had a good knowledge of recognising when people’s needs were changing and knew the appropriate action to take in response. The registered manager analysed care records. This helped them to identify when people’s needs were changing, and their care required adjusting.

The registered manager told us how they supported a person who required extra care at short notice, in order to enable their relative to attend hospital for treatment. The relative was reluctant to leave as they helped support the person to stay at home. With reassurance and providing extra care at short notice the relative was able to be treated and recover quickly so they could return home with piece of mind.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff felt supported in their role and they could contact the office, who operated an open-door policy, if they had any concerns. There was a culture of staff safety. Policies were in place in relation to lone working and monitoring stress in the workplace and there was a robust on call system in place to support staff out of office hours.