Capital Staffing Services 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 provider involved people and treated them with compassion, kindness, dignity and respect.

At our last inspection 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 70 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff treated people with kindness, empathy and compassion and respected their privacy and dignity. People and their representatives consistently described staff as kind, gentle and compassionate. One relative stated, “Absolutely cannot fault the staff, they are kind and caring”. Another relative reported that staff, “Treat my [family member] so well and kindly… they always display patience and empathy and truly understand them”. This showed how staff adapted their approach sensitively to meet people’s emotional and communication needs.

External professionals also praised the kind and compassionate approach from staff. One professional told us the staff. “Showed a high level of compassion when someone passed away” and remained supportive and respectful towards families experiencing bereavement.

The evidence shows staff demonstrated warmth, emotional intelligence and attentiveness in their daily interactions, and families valued the continuity and trust built with regular members of the care team.

Staff treated people as individuals and made sure their care, support and treatment met their needs and preferences. They took account of people’s culture and unique backgrounds and protected characteristics.

Relatives consistently reported that staff knew their family member well and adapted care approaches around their individual routines, preferences and communication methods. Several parents highlighted that continuity of staffing had been achieved, enabling staff to build trusting relationships and understand subtle cues linked to people’s comfort, behaviour and clinical presentation.

The provider had an equality and diversity policy which had lots of useful information about the different cultural practices and religious festivals and observances that might affect people’s care needs and wishes. People told us staff made efforts to recognise cultural needs, with one person noting staff followed their religious and cultural preferences consistently, including during personal care routines and daily activities.

In addition, staff working with young people with disabilities and sensory impairments demonstrated awareness of individual preferences and worked flexibly around family routines to maintain familiarity and emotional security.

People and their representatives were involved in all aspects of their care and support. As many people receiving care were very young and highly dependent on clinical care, we found care plans contained very little information about how they were being supported to develop or maintain personal independence. Despite this we received positive feedback from some people about how staff helped them maintain independence, choice and control. One person told us, “Staff are building my confidence and they understand my difficulties.” Staff told us how they supported people in ways to ensure people’s independence was maintained. We received comments such as, “Most clients are very restricted, but we do try to encourage as much movement as possible to keep people moving and keep muscles working” and “I talk to people and explain what I am doing at all times so people know what I am doing at every stage.”

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 their representatives described staff as highly responsive to their physical and emotional needs, with one parent emphasising that staff were “fantastic… they know what my child needs and are doing everything correctly”.

Daily records showed staff responded to distress by adapting approaches, using comfort measures and escalating issues to people’s representatives and senior staff where required. External professionals also described staff as proactive in managing symptoms, sharing concerns quickly.

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

Staff told us they felt well supported by the clinical lead, registered manager and chief executive officer (CEO) who were visible, approachable and responsive. Due to the emotionally demanding nature of the role, particularly in end-of-life care, the provider ensured staff were offered debriefs and emotional support opportunities following traumatic events. One member of staff told us, “Capital are supportive and ask if we need any additional support.” Staff also had access to additional resources to support their wellbeing. The registered manager told us, “We have recently introduced a free wellbeing platform for our staff to access free wellbeing information, support and 24/7 anonymous counselling services.”