Care at Home Services (South East) Limited – Eastbourne, Hailsham and the Weald

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 manager always treated people with kindness, empathy and compassion and respected their privacy and dignity. People were consistently treated with kindness and empathy. Putting people first and respecting their wishes and treating them with dignity was ingrained in the staffing team and formed a key part of the culture of the service. The manager focussed on people, putting their needs first and making sure they were treated well. Both people and their loved ones confirmed this with comments including, “Very kind and patient, they certainly don’t rush me.” A relative added, “They are very patient with them as they have Parkinson’s, they feel safe as they walk in front of them and hold their hand for reassurance.” Staff knew to always treat people in a dignified way but were especially attentive when supporting with personal care. A staff member said, “I will always pass the flannel so they can wash themselves as much as possible. I’ll cover up to protect their dignity; it can be daunting for people.”

The manager 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’s support was tailored to meet their needs and preferred daily routines. Tasks that needed to be completed were clearly described in care plans and staff knew what had to be completed each day but also knew that people’s wishes were at the centre of any decision about care provision. If people had appointments or observed religious days during the week, this was respected by the staffing team and care calls adjusted. In nearly every case, people had the same small group of staff attending their calls and people therefore got to know their care team well. A person told us, “They are very patient and I know them well and they know me and know my family, they are concerned about me and it`s like family coming do my own personal care.”

The manager promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People’s independence was encouraged and promoted without their safety being compromised. Staff supported people to do as many tasks as possible themselves for example, washing, taking medicines and carrying out tasks around their homes. They were also encouraged to keep as active as safely possible and to mobilise around their homes, with support if needed. Maintaining independence with tasks was important to people, giving them a sense of being able to achieve targets and continuing to live as independently as possible in their own homes. A person said, “They stand back and let me do my own bits and pieces, it’s important to me. They do listen to me.” A member of staff told us, “I encourage them to be independent, some want to wash themselves. I’m there to assist, not to take over.”

The manager 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 knew people well and were able to respond when care calls changed due to people feeling unwell or not being able to carry out tasks for themselves. A person told us that on one recent visit they were feeling unwell and wanted to go to bed to rest. Staff helped them to bed and offered to stay with them for as long as needed and to call the person’s GP. A member of staff said, “We get to know clients well. I notice changes in people. If they are unwell, they would let me know and I can make them comfortable and contact my manager if I needed to.”

The manager cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. The manager cared about their staff team and promoted a positive work life balance. Staff were celebrated for good work and rewarded with vouchers and company wide recognition. The manager supported flexible working arrangement for their staff without compromising the care and support needed by people. Mental health first aiders, staff trained to support their colleagues following difficult situations at work or in their domestic life, were available 24 hours a day for any member of staff. The manager encouraged staff to pop into the office whenever they were able to speak face to face and offer support and encouragement. A member of staff said, “Yes, we are looked after well.” Another added, “They are very supportive and have helped me with a flexible working arrangement.”