Caring Heart and Hands 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 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 80 (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.

People and their relatives were positive about the care and support provided by the service. They told us staff treated them with kindness, compassion and dignity. People said they had developed positive, trusting relationships with staff and that their privacy was respected during care delivery. Feedback included comments such as, “Staff are extremely kind and always caring for me,” and “They are kind, caring and respectful.”

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 confirmed that staff were polite, treated them as individuals and respected their choices and how they wished to live their lives. People’s care plans were person‑centred and included information about their background, care needs, abilities and preferences, as well as how they wanted to be cared for. Staff demonstrated a good understanding of people’s cultural needs and backgrounds and took these into account when providing care.

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 remain as independent as possible and to stay in control of their lives and care needs. Staff understood the importance of promoting independence to help people continue living at home for as long as possible.

Care and support plans clearly identified what people could do independently and how staff should provide support when needed. This helped people to retain choice and control over their care and support. A family member told us, “I believe so. They encourage her to help with meal preparation and give her choice about what to eat.”

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 relatives told us staff were attentive and responded promptly when people’s needs changed. Staff spoke confidently about each person’s typical presentation and were able to describe how they recognised and responded to signs that someone required additional support.

This detailed understanding of people’s individual communication styles meant staff were able to act appropriately to provide reassurance, comfort or access to medical support when required.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. Members of staff had continuous access to advice, guidance, and support from the management team. There was an open-door approach which ensured concerns, questions, or issues were addressed promptly.

The provider took steps to promote staff wellbeing and support staff to deliver person‑centred care. Staff were encouraged to share feedback through staff surveys, and the provider used health and wellbeing forms to help identify when staff may need additional support.

Leaders were responsive when staff experienced difficulties outside of work. We saw examples of staff being offered more frequent support meetings when they were struggling at home, which helped staff feel supported and valued.

The provider also supported staff wellbeing through effective rota planning. Staff told us they were able to take breaks between visits, some staff had set working days or half‑days, and staff were rostered to have every other weekend off. This helped staff maintain a healthier work‑life balance and supported them to deliver consistent, compassionate care.

The provider recognised and valued the contribution of staff. An employee of the month scheme was in place, with staff nominating colleagues for the award. Staff who were successful received a day’s annual leave as recognition for their work.

The provider also acknowledged staff wellbeing by offering staff a day off on their birthday. These initiatives demonstrated a commitment to valuing staff and promoting morale, which helped support a positive and motivated workforce.