Catherine Tam Agency

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

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 outstanding. At this assessment the rating has remained outstanding.

This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 95 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Staff consistently demonstrated exceptional kindness, compassion and respect for people’s dignity.

People told us staff knew their preferences, daily routines and how they communicated which helped to deliver personalised and compassionate care. Staff also demonstrated that they do this, with a staff member telling us, “I take time to understand each family members preferences, routines, cultural background, communication needs, and personal choices. I provide support in a way that respects their individuality and promotes independence.” This meant people were supported by staff that knew them exceptionally well and treated them with a consistently high level of kindness, dignity and respect, which impacted on their wellbeing and confidence.

People valued the caring relationships that had developed. One person told us, “I am very happy with the carers. I believe they care that it’s not just a job, and I feel love from them.”

Relatives had only praise for the support that was provided to their loved ones. A relative of someone who recently moved into the service told us, “The staff are all lovely, kind and beautiful people. [Person] built relationships with staff, and they got to know [person] well.”

The provider demonstrated exceptional practice in treating people as individuals, which ensured that care, support, and treatment were highly personalised and consistently reflected people’s own needs, preferences, and life experiences. There was a culture across the service which recognised and celebrated individuality, which enabled people to feel valued, respected, and empowered.

The provider consistently took account of people’s strengths, abilities, aspirations, culture, and protected characteristics. Care plans and support approaches were clearly tailored, which reflected not only people’s support needs, but also their individual life stories, values, and ambitions. This approach ensured people were not defined by their care needs but instead supported to live fulfilling and meaningful lives in ways that were important to them. For example, a person suffered an accident which left them unable to walk. The provider recognised how important fitness was to them and arranged for a personal trainer to work alongside them. They facilitated and funded home visits and sessions within the community to ensure the person could continue engaging in activities that were meaningful to them.

Staff demonstrated a strong understanding of each person’s individual needs, this included their cultural background, religious beliefs, dietary preferences, communication methods, and personal routines. The service showed flexibility and responsiveness in how care was delivered. For example, staff recognised that some people thrived with a structured routine, while others preferred greater spontaneity and autonomy to decide how to spend their time. Care delivery was adapted accordingly, which ensured people retained choice and control over their lives.

The ethos of the service was underpinned by a clear commitment to ensure people felt seen, valued, and emotionally supported. When they had discussed their values, the provider told us, “Everybody lives well. Everybody makes their choices what they want to do on a day-to-day. They are so individualised as well. Everybody is so, so different and it is important they feel seen. A lot of people haven't got family to make them feel like they are loved. We use the word loved a lot because we believe it's important people feel loved and enabled to be themselves, to do what they want.”

This values based approach was consistently reflected in staff practice. Staff interactions with people were warm, respectful, and compassionate, promoting a strong sense of belonging and emotional wellbeing.

The provider also recognised the importance of maintaining relationships and social connections. There was a strong emphasis on building meaningful rapport not only with people using the service but also with their families and loved ones. Staff actively engaged with relatives, valued their knowledge and insights to better understand people’s’ histories, preferences, and personalities. This collaborative approach enhanced the quality of care and helped ensure continuity and consistency.

 

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

Staff and leaders had an in‑depth understanding of each person’s social history, background and the things that mattered most to them. Care was highly personalised and reflected people’s individual preferences, needs and aspirations. Staff used this information skilfully to support people to make informed decisions and to lead their own lives in ways that were meaningful to them. For example, Christmas was an important time for one person the provider supported. The provider carried out specific risk assessments and care plan were reviewed to support a family holiday. The provider heard the person’s wishes and took action. The experience and feedback were astounding and the impact on the person was unforgettable.

People were supported to develop independence at a pace that suited them. Staff offered encouragement, guidance and opportunities rather than doing things for people. For example, people were asked how they would like to spend their day, and when they would like to carry out activities of their choice.

People and relatives told us staff supported people to express their views and make day-to-day decisions about their care. Staff were described as flexible and responsive, and adapted support to reflect people’s preferences and routines.

One relative told us, “We have regular meetings with carers and the manager. It is open and transparent, and although there is never really any issues it is useful when carers ask to try new things; for example, to take [person] out more.”

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.

Staff responded promptly when people’s needs changed and took action to keep people safe. Staff contacted health professionals quickly when people became unwell and followed advice to provide immediate support.

External professionals provided positive feedback about the service’s ability to recognise and respond to emerging needs. One professional told us, “When the staff request a GP review, I have always found it to be appropriate and timely, as carers know [people] well and able to pick up early signs of deterioration. I have always been able to speak to the team leaders quickly on the phone and when we do home visits, they always accompany us to see the patient. The information they handover is reliable and insightful.” Another professional told us, “They take appropriate actions in a prompt manner, and they escalate any concerns they have when required.”

People were supported by staff who had an in‑depth understanding of their anxieties, triggers and signs of distress. Each person had personalised strategies in place to anticipate issues before they arose, helping staff to prevent escalation and maintain people’s emotional wellbeing.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Staff reported they had received regular supervision and accessible, day‑to‑day guidance from the leadership team. One person told us, “I feel supported by the management team. They are approachable, responsive, and willing to provide guidance whenever required.”

Staff felt supported to learn and develop; the provider encouraged ongoing training and offered opportunities to complete additional courses relevant to their caring roles. This helped staff build confidence and maintain the skills needed to provide effective, compassionate care.

The provider had made suitable amendments to people’s daily tasks, and took into account staff’s healthcare needs. The provider considered people’s support needs on specific days to ensure that staff were able to support them fully within their roles and limitations. Staff told us they whole heartly felt supported by the management team and felt that they were understood. One staff member told us they had experienced difficulties out of work, and that the provided had funded private counselling sessions in order to support their emotional well-being. They further explained the compassion they had received had supported them to feel able to return to work, knowing they were appreciated and valued within the workforce.