Persona Domiciliary Support Service

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.

We visited three different properties where multiple people lived. Staff interactions were consistently kind and compassionate with respect and privacy always upheld.

Regular staff knew people well and showed genuine interest in promoting their wellbeing and quality of life. Staff spoke kindly and warmly of people, and one staff member told us they do, “Anything to make their (people supported) lives as normal and as fulfilled as possible”.

People and families, we spoke with told us staff were caring and kind. One person told us, “Staff are kind. They do everything. I like them all". Another person said, “Staff are kind.”

Families consistently praised regular staff, there were numerous compliments from most families. Comments included, “[Relative was] treated like a person” and “They don’t see the pound signs in the bed, they see the person. Show them respect”. Other families told us, “Staff seem to have really good values and respect his privacy and possessions” and “Staff are very caring and quite loving towards him.”

A professional we contacted advised, “I have found the staff to be caring and considerate.”

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 were supported by a caring and compassionate team who demonstrated a good understanding of the person’s individual’s needs. Staff spoke confidently and with conviction about treating people as individuals. Interests were explored and promoted which had led to an increase in confidence, social connections and skills.

Families shared how protected characteristics were promoted by staff. One family member shared that staff had sign language training to support their loved one.

Information was made accessible to people through easy-read formats, including pictorial aids and large print, promoting understanding and engagement.

One professional told us, “I have found staff to be without exception dedicated and compassionate who aim to deliver high standards of care. My experience is that staff aim to promote independence and to provide support that is person-centred and respectful of individual needs and preferences.”

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 supported to maintain and increase their independence and exercise choice and control over their daily lives. Interests and activities were explored and supported in a personalised and meaningful way.

Staff promoted autonomy by encouraging people to make decisions about their routines, activities and daily living skills. One relative told us, ‘I have heard him ask staffs’ opinion and they will say it’s up to you, it’s your choice”.

The provider demonstrated a strong commitment to person centre care. People were empowered to make their own choices and staff understood positive risk taking, people’s rights and safety. Staff told us people, “Do all sorts of things really, whatever they want to do. They live like anybody else. Have the same choices as anybody else.”

We saw people going out to activities, coming back from day services, talking to staff and other people, and making decisions on what they would do next. People who had expressed a desire to work and had found paid employment within the organisation and voluntary work outside of the organisation. We spoke to one of these people who was incredibly proud of their achievements.

The provider had provided numerous case studies where positive outcomes have been achieved with people. These detailed how people had gained increased wellbeing, health, experiences, confidence, skills, happiness, connections, and sense of belonging in the community.

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 had communication plans and these detailed ways in which people communicated both verbally and non-verbally. The plans included signs of distress and triggers and how to best support the person. We saw managers and staff recognising different communication styles and responding in a way which was supportive and prevented distress.

Some people required positive behavioural support (PBS) plans. This is a method of supporting people and involves understanding the reasons behind the behaviour such as their life history, physical health and emotional needs. Where these plans were in place, they were clear and planned with staff and healthcare professionals.

Most of the families we spoke with said their family members immediate needs were met and they were kept informed by staff. One relative told us, “They (staff) let me know straight away if (person) needs anything, he needed (an item), and they immediately told me, and I supplied it.” Some families said communication was poor, and this had left them feeling frustrated and not informed. The provider had taken steps to address a lack of communication within pockets of the service.

Staff had 24 hours on call access to senior staff and/or managers. Staff felt confident to use this service, and those who had, reported positively on the response they had received.

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

The provider was managing several changes within the service. For some staff this included changes to rotas and places of work. Managers advised some staff would be impacted by the changes and adjustments that were being made. Senior managers attended team meetings to provide reassurance to staff.

The provider had several services and incentives that staff could access to support their wellbeing. This included support with free counselling services, mental health support line 24 hours a day, wellbeing courses, mental health first aider, occupational health referrals, help with debts and finances, discounted aromatherapy and massage, Medicash scheme and discount schemes. Staff were recognised for achieving the values of the organisation in Persona Awards and could receive gift vouchers. Staff could also book to use the company’s holiday lodge at a discounted rate.

Feedback from staff was varied. Most staff discussed a good work life balance, a cooperative and stable team and supportive management.