Hopscotch Women’s Centre

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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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.

Most people we spoke with told us they found care staff to be caring and respectful. A person told us, “They are respectful and very caring too. I haven’t got a bad word to say about them.”

Partner agencies told us they were treated professionally. A professional told us, “There is positive feedback regarding respectful care delivery.”

Staff understood the importance of privacy and were able to explain how they protect people’s dignity by including them in their care and following their preferences for how care was given.

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 told us regular carers knew them and their needs well, but this was not always the case. Care plans we viewed were person centred and in addition to care needs reflected who people were as individuals. Care plans detailed specific needs related to cultural backgrounds and religious practices where relevant.

Partner agencies told us the service undertook training to support people from specific backgrounds. This included those with past trauma and how that impacted on delivery of care. The service received training from the transgender community to better understand what may need to be considered/approached differently.

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

People were involved in their care planning, along with relatives or other representatives as needed. Some people we spoke with told us they had made specific requests regarding their preferred carers in relation to gender or language skills and where possible this was met.

A person told us, “They listen to what I need and help with and do it.” Other people told us the agency were happy to change visit times around other appointments to ensure the need for care visits did not prevent day to day commitments.

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 told us most staff were attentive to their needs. Those with the same regular carers were particularly praising of carer ability to adapt to the specific needs of the visit.

Staff knew how to identify signs of pain/discomfort and were good at raising any concerns with care coordinators to escalate for further support if needed.

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

A recurrent theme of concern for staff was the irregularity of rotas, meaning some people did not see the same care staff regularly. It also meant some staff had long delays between visits, which was not convenient, particularly for those who did not live locally. The service was aware of this issue and actively working to improve the problem.

However, staff told us they were well supported. The service had a wellbeing lead in the office, this helped to focus on staff needs beyond everyday tasks. Staff felt they had been trained to deliver safe care and additional training was on offer to help broaden knowledge in specific areas, such as trauma informed practices.

Staff achievements were celebrated, by both senior members of the team and colleagues in the same role. A staff member told us, “I had other colleagues reaching out to praise me and thank me for getting this client to accept medical help. It was really rewarding.”

There was space at the office where staff could come together between care visits or on breaks and interact with peers and office-based staff helping to promote team cohesion.