Medacs Healthcare Plc

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 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.

Staff 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 their relatives said staff treated them with kindness and compassion when providing care. Comments included, “They are really friendly and helpful. They are really good and go out of their way to help me” and “They treat me nicely and they are polite. They check if I am ok. They tell me what’s going on” and “They know mum well. They are all so polite, friendly and helpful.”

People were supported by staff who showed genuine concern for people’s wellbeing and who took pride in the care and support they provided. Comments from staff included, “I am proud of my work, dedication and the support I give to service users. One particular service user I support is making good progress with the support I am offering. The family is happy and proud of the progress they are making, and that's a proud moment for me knowing the difference I make, not just to them but to all” and “I'm proud of making a positive impact on clients' lives, promoting their independence and well-being through compassionate care.”

Staff 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 were supported as individuals, in line with their needs and preferences. People and their relatives were able to express their views and were involved in making decisions about their care and support. Care plans were individualised and contained information on what support people required and what they were able to do themselves. A staff member told us, “We always ask the service users about their choice before doing any task, such as what would they like to wear today or what would they like eat and which drink they would like to drink.”

People’s personal, cultural, social and religious needs were understood and met. Information was available to staff in care plans on how to support this.

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

People were supported by staff who promoted their independence and encouraged choice in how they wished to receive their care and support. A staff member told us, “We support them to develop their self-confidence and decision making. For example, if a service user struggles with a particular task, then you can demonstrate different ways to help them, support them, encourage them and track their progress.”

Care plans were person centred and clearly described what support and care people wanted and what they were able and wanted to do for themselves. Care plans clearly evidenced people’s involvement in planning their care and support.

Staff 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.

Staff were aware of people’s needs. A staff member said, “The health and wellbeing needs of people are monitored through [the App]. We are assigned tasks on every visit. We are required to make notes on the system. I have been working alongside a dietician and a nurse recently with regarding a service user to ensure their needs are met.”

Care plans contained information on people’s needs, views and wishes and were regularly reviewed to ensure the service could adapt to meet people’s changing and immediate needs. Staff recorded details of the care provided during each visit and how people had presented. This ensured people’s wellbeing was handed over to the next staff member and they could respond to any changes in people’s care and support.

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

People were supported by staff who felt valued by the management team. Comments included, “On visits to the office, my manager always has a conversation with me and asks how things are with the care work, and if there is anything to make the job better. She always listens to my feedback” and “My service manager is very helping and supportive, she is always there to listen to us when needed.”

The registered manager explained about the processes she had put in place to support staff’s wellbeing. Staff had access to regular supervision and team meetings where they had the opportunity to raise concerns or share feedback. The service had a recognition scheme in place for staff called the ‘Star Care Worker Awards.’ Staff or service users could nominate staff in recognition of their good working practices. Some staff were not originally from England. The registered manager explained how they were able to support staff’s request to have extended leave so they could travel back home and spend time with their families. This was acknowledged as an important part of supporting staff’s wellbeing.

There were appropriate arrangements in place to support staff to remain safe at work. There was a lone working policy in place to support with and ensure clear guidelines were available to staff that worked unsupervised.