Faith Home Care 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 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.

The registered manager told us they aimed to be visible within the service, regularly speaking with people and their relatives to gather feedback, sharing positive comments with staff, and acting on any concerns raised. Supervisions and spot checks were used to monitor staff performance, including observing interactions to ensure dignity, respect, and compassion were consistently upheld. Evidence of these checks was documented and stored in staff files

People were supported by staff who were kind, caring and supported them in a way which promoted their wellbeing. People and relatives described staff as, “Fantastic staff really supportive,”, “Great staff very obliging,” “The staff are kind and very pleasant.” One person’s relative told us, “My loved one has a good laugh with the carers, enjoys their company, looks forward to the calls and finds the carers very supportive, and I feel their needs are being fully met.”

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.

Care plans included information about people’s life histories, interests and hobbies, as well as their likes and dislikes. Communication needs were detailed, helping staff understand how best to share information with people and ensuring people were given the opportunity to express their wishes and preferences.

People and their relatives told us staff knew them well and understood their needs and routine. One person told us, “I feel I have a great relationship with the carers, and they fully support my needs.”

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

The provider ensured people were supported to have as much choice and control as possible in their lives. Care plans detailed people’s individual goals, with many focusing on regaining or maintaining independence.

Staff knew people well and supported them to direct their own health and care needs, promoting choice. One person’s family told us; “The guys that come are very good. They know how to motivate my loved one and how to get the best out of them whilst encouraging them to do as much as they can for themselves”.

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.

The registered manager told us they aimed to provide continuity through the scheduling of visits. One person’s relative said, “It’s a team of carers, so my loved one knows who they are at each visit, as consistency is important. My loved one feels very safe in the hands of the carers as they know them well.”

Staff told us seeing the same people regularly helped them build strong relationships, understand individuals’ routines, and anticipate their needs.

Systems and processes were in place to support an out‑of‑hours on‑call service, enabling people to contact the office in emergency situations. Where needed, the registered manager was available to offer advice and support to ensure people’s needs were met.

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

A staff wellbeing assistance programme was in place, and the registered manager actively encouraged staff to share any concerns, fostering a supportive culture where people felt heard and valued. A weekly online drop‑in coffee morning was available for staff who wished to attend, giving them an opportunity to talk, raise concerns, and discuss what support they needed in their roles.

Staff spoke positively about the provider, telling us they found supervisions (1:1 meetings with their manager) helpful. One staff member told us, “When supervisions and spot checks take place they [leaders] always ask about wellbeing and ask which areas I want training and support with. It gives me joy and keeps me motivated that they [leaders] support my goals.” Another staff member told us the provider was flexible and family‑orientated, sharing examples of how they had been supported to attend important family commitments.

Staff overwhelmingly reported feeling supported and respected. This positive culture helped ensure they were able to provide compassionate, person‑centred care tailored to people’s individual needs and wishes.