Onecare-uk Ltd

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 service 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 treated people with kindness, empathy and compassion and respected their privacy and dignity. People told us staff were kind, respectful and caring. They said that staff treated people with dignity and were respectful whilst in people’s homes.

People received support from consistent care workers who knew them well. People and relatives described staff as kind, caring and respectful. A person said, “The carers are very pleasant. Absolutely I feel respected, they always have a chat and ask me how I am doing.” Another person told us, “Carers are very nice. Carers are polite and they do not intrude upon our affairs. Carers always knock and say hello, they respect my home.” Another person said, “The carers are always kind and polite. I find the carers respect my home; they knock on the door and always ask me what I would like to do. Staff have a positive attitude and are cheerful.”

Care professionals spoke positively about the caring approach of care staff. A professional said, “The team are warm and welcoming. The team are friendly, approachable, and willing and keen to receive our feedback, as well as that of other departments.”

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 and relatives told us staff understood their needs and provided care in a way which was personalised to them. People and relatives consistently confirmed that staff understood people’s individual needs and preferences. A person said, “Absolutely carers respect me. They are wonderful and polite. Carers always ask what I want. The carers smile and have a positive, pleasant attitude.” A relative told us, “The carers ask [my family member]what they would like to wear and what help they need; they ask permission before any service is provided. I do notice that carers are kind and supportive.”

Care plans were person-centred and focused on individuals, ensuring people were treated with dignity and respect. They included detailed information about communication needs, interests, cultural backgrounds, important relationships, and preferred routines.

Staff had a good understanding of people’s needs and how to meet them and people confirmed staff understood their needs. Policies were in place around equality, diversity and inclusion and staff received training in this.

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

Care plans included information about what people were able to do for themselves and when they required support. This supported people to remain independent and retain choice and control over their care and support. People were supported to make choices and informed decisions by staff who knew them well.

People were encouraged and supported to access the community, develop skills and pursue their personal interests. Staff balanced safety with independence, using their knowledge of each person’s risks and needs to tailor the level of support they provided.

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.

Care staff understood the importance of supporting people to maintain their independence. Staff supported people to engage in things they enjoyed and made them happy. Where people became unsettled, staff were trained to respond and followed care and support plan guidance on how to respond to risk escalation or to people’s changing needs.

Staff were consistently responsive to people’s needs including sitting with them when staff identified they needed reassurance, responding to requests to go out and providing people with information when they needed it. Care records were reviewed by staff to help ensure they included sufficient guidance for staff to care for people in a person-centred way and to recognise people’s changing health needs.

People and relatives told us they were confident staff were knowledgeable about people’s individual needs and how to support them. A person told us, “I feel the carers understand my needs.”

Care and support plans identified what people could do independently and how staff could assist. This supported people to remain independent and retain choice and control over their care and support.

People were supported by staff to access external health and medical care services as and when required. Staff were aware of peoples’ healthcare needs and knew how to respond to any immediate healthcare emergencies to prevent people from becoming distressed or unwell.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff we spoke with told us they felt supported and valued by their colleagues and management.

Feedback from staff about the registered manager was consistently positive. Staff described management as supportive, approachable and highly involved in the day‑to‑day running of the service. A member of staff told us, “Management are very nice, very cooperative and responsive.” Another member of staff said, “Line managers are very good if we have any concerns or personal issues.”

Management supported staff’s religious and cultural needs through flexible working arrangements. Flexibility was also offered to staff with family commitments or health needs, with duties adapted or flexible shifts implemented where required to promote staff wellbeing.

There was a positive culture where staff felt appreciated and motivated. This in turn supported staff retention and helped maintain a consistent and stable workforce, which benefited the people using the service. Staff told us the training they received was comprehensive and high quality. Staff felt very well supported through regular supervisions, meetings and the training they received.

Management had an open-door policy. Staff were encouraged to speak up and raise concerns openly. The registered manager emphasised the importance of having a transparent culture where staff were able to speak up and where concerns are raised, there is a focus on learning and preventions rather than blame.