Hope Care 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 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.

People and relatives spoke positively about the caring approach demonstrated by staff. Feedback provided during the assessment described carers as kind, respectful, reliable and attentive to people's individual needs. People told us they felt valued and supported by staff who took time to understand them and provide care in a respectful manner. Relatives also reported positive relationships with staff and confidence in the quality of care provided.

Care plans reviewed reflected a strong focus on dignity, respect and person-centred care. Records included information about people's preferences, routines, communication needs, cultural backgrounds and personal wishes. This provided staff with guidance to support people in ways that respected their dignity and individuality.

The registered manager described how standards of care were monitored through welfare calls and spot checks. This provided an additional level of assurance regarding the quality of interactions between staff and people receiving care.

Staff promoted privacy, dignity and respect during care delivery. People's support plans reflected how they wished care to be delivered and encouraged staff to treat people as individuals. The provider's policies also emphasised person-centred values, dignity and respectful communication.

One relative told us, “The cultural background of the staff is so evident in their caring. True angels. Wonderful staff.” Another person described staff as “very nice, chatty, friendly. I have a laugh and a joke with them.” People consistently described positive and caring relationships with staff.

The provider treated people as individuals and made sure people's care, support and treatment met their needs and preferences. They took account of people's strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

The provider placed strong emphasis on individuality and personalised support. Records contained detailed information about people's cultural backgrounds, communication needs, health conditions, religious beliefs, personal preferences and desired outcomes. Staff were provided with guidance regarding how to deliver support in ways that reflected what mattered most to each person.

The provider supported people from a wide range of backgrounds and care plans reflected individual circumstances. For example, records included information about people's cultural identity, dietary requirements, faith needs, preferred routines and communication preferences. This enabled staff to deliver support tailored to each person's specific requirements.

People's strengths and abilities were recognised throughout care planning documentation. Records supported independence where possible and encouraged staff to involve people in decisions affecting their lives. Individual goals and desired outcomes were incorporated into support arrangements to help maintain choice and control.

People benefitted from personalised support arrangements which recognised them as individuals rather than focusing solely on tasks or clinical needs. A relatives told us staff understood people's individual preferences. They said,“ we get regular staff, [person] has got to know them, and they know [person’] likes and dislikes.” This showed people received personalised support from staff who knew them well.

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

People were supported to remain as independent as possible and to make decisions about their own care and support. Care records reflected a strengths-based approach and identified areas where people remained independent, including managing finances, taking medicines, choosing meals, making day-to-day decisions and participating in community activities.

Care plans reviewed showed that staff were expected to encourage independence and involve people in decisions rather than completing tasks unnecessarily on their behalf. Many records emphasised promoting choice, maintaining dignity and supporting people to retain existing skills and abilities Care plans reviewed reflected individuals who retained significant levels of independence and choice. For example, records described people who managed their own medicines, finances and healthcare decisions or who were able to direct aspects of their care. Staff were provided with guidance to promote independence rather than undertaking tasks people could do themselves.

The provider also supported people to remain involved in community life and maintain social connections. The registered manager described supporting people to access activities and community opportunities in line with their wishes. They told us, “We have a person who goes out, and they choose where they want to go. They [Person] have a risk assessment for going out."

People were involved in decisions regarding their care and support arrangements. Care planning reflected personal preferences and enabled people to exercise choice and control over how support was delivered. Reviews and welfare monitoring also provided opportunities for people to express their views and request changes where required.

People and their relatives told us they were given choices about their daily lives. One person said, “I have what I want basically.” A relative also told us, “ Staff let [person] make choices, [person] tells them what they want.

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 and relatives told us staff were responsive and understood individual needs well. Many people received support from consistent carers, which helped staff recognise changes in wellbeing and respond appropriately when concerns arose. Feedback indicated people had confidence in staff and felt comfortable raising concerns or requesting support when needed.

Care plans reviewed contained detailed guidance regarding people's communication needs, preferences, risks and support arrangements. This information enabled staff to understand how people expressed their wishes and how best to respond when support was required. Records reflected individual approaches to communication and decision-making.

Staff understood the people they supported well, and this contributed to a responsive approach to care delivery. Care plans contained detailed person-centred information and managers showed awareness of people's individual circumstances, enabling support to be adapted when needs changed.

Relatives gave examples of staff responding appropriately during emergencies. One relative told us, “On one occasion care workers stayed with [person] until I got there and then I called an ambulance.” This provided assurance that staff responded appropriately when people's needs changed unexpectedly.

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

Staff spoke positively about the support available from managers and described a culture where they felt able to seek assistance when required. The provider had supervision, appraisal and communication systems designed to support staff wellbeing, development and performance.

The registered manager described how staff wellbeing was monitored and supported. They told us, “We call them and also see them face to face and ask if they need any support from us." Leaders described how they supported staff wellbeing, recognising that individuals varied in how openly they shared personal concerns. Staff were given time off when needed to manage personal circumstances. This demonstrated a caring and supportive approach towards staff wellbeing.

The service had established supervision and appraisal arrangements which provided opportunities for reflection, professional development and discussion regarding support needs. Training records demonstrated investment in staff development through mandatory training, specialist training and competency assessments. Staff also had opportunities to pursue additional qualifications such as Diplomas in Health and Social Care.

Managers promoted a culture of openness and regular communication. Staff could raise concerns, discuss challenges and seek advice from leaders when required. The provider also maintained contact through meetings, welfare processes and direct communication with staff.

People benefitted from support provided by staff who felt supported, valued and enabled to carry out their roles effectively.