Orchid Home Care Support Limited

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 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 told us they were consistently treated with kindness, empathy and compassion by staff who demonstrated a strong commitment to delivering person-centred care. Feedback from people and their relatives was overwhelmingly positive about the approach and attitude of staff. People told us about feeling valued and supported in a way which promoted their wellbeing.

Staff took time to engage with people in a meaningful way, using effective communication and showing an understanding of individual preferences, histories and personalities. Our analysis of staff attendance times showed staff sometimes stayed longer that the allocated time if there was a need.

Staff ensured that people’s privacy and dignity were consistently respected. Staff demonstrated a good understanding of maintaining dignity, such as ensuring personal care was delivered discreetly, seeking permission before providing support, and respecting people’s routines and choices. Care plans contained clear information about how people wished to be supported, including personal preferences, which staff followed in practice.

Where support involved personal care, staff explained tasks clearly and gained consent prior to helping. The provider promoted a culture of kindness and respect beyond the immediate service, with staff working collaboratively with external professionals and partner organisations which supported effective partnership working and continuity of care for people. A staff member told us, “The culture among staff is generally kind and supportive. We work as a team, treat each other with respect, and focus on providing compassionate, person-centred care to the people we support.”

The provider’s culture placed strong emphasis on respect, compassion and dignity as core values, which were reflected in staff behaviour, supervision discussions and the provider’s expectations. Staff spoke positively about the values of the service and demonstrated pride in delivering care which upheld people’s dignity and rights.

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.

The provider ensured care and support were tailored to meet each person’s specific needs, preferences and circumstances. People and relatives told us they felt listened to and involved in decisions about their care.

Care records showed people’s needs, preferences and routines were clearly documented and regularly reviewed. Staff had a good understanding of the people they supported and were able to describe how care was personalised to reflect each individual’s wishes. A staff member told us, “I use care plans and assessments to understand people’s personal, cultural, social, and religious needs. I then tailor care to respect and meet those needs.”

The provider took account of people’s strengths, abilities and aspirations, enabling them to remain as independent as possible. Staff encouraged people to do what they could for themselves and provided support in a way which promoted confidence, choice and control.

People’s diverse backgrounds, culture, beliefs and protected characteristics were recognised and respected. Care plans included information about cultural, religious and lifestyle needs, which staff followed in practice.

Staff demonstrated an understanding of equality, diversity and human rights; they treated people with respect and valued their individuality, ensuring care was not delivered in a task-focused way but centred around the person.

Staff took time to build positive relationships and adapt their approach based on people’s changing needs and preferences. This flexible and responsive approach supported people to receive personalised care There was a clear focus on delivering person-centred care that recognised and respected each person’s unique circumstances, strengths and identity.

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 maintain their independence and to be as independent as possible. Staff encouraged people to do as much as they could for themselves, encouraging their independence. People were supported to maintain relationships and networks which were important to them. A person told us, “The care is excellent, they [staff] do a great job every day. I know them well. They are the same religion as me; they take me to the Mosque and go in with me.”

The provider ensured they took reasonable and appropriate steps to enable people to be supported by someone of their choice during most visits. Staff supported people to use any equipment to maximise their independence and outcomes. A person told us, “They [staff] get me up and give me a wash; they know I am not good on my legs. They put my medication out for me.”

People were supported to have choice and control over their own care and to make decisions about their care, treatment and wellbeing and the provider involved people’s relatives where appropriate. The registered manager told us, “We actively promote independence and choice, encouraging people to make decisions about their daily activities and routines. Staff are supported through training, supervision and daily communication to understand the importance of meaningful engagement and not just completing tasks.”

Risks were well managed, and people were involved in developing risk management plans. Risk management plans had possible negative outcomes identified and the associated risk reduction measures included a good level of detail for staff to follow, to reduce each risk.

Policies and procedures were in place to support people’s independence, choice and control.

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.

Staff responded promptly when people’s needs changed and took action to keep people safe. Records showed staff contacted health professionals quickly when people became unwell and followed advice to provide immediate support.

People and relatives told us they felt involved in decisions about their care and staff took time to understand what mattered to them. Care records reflected people’s individual preferences and were used by staff to deliver support, however, some care plans had elements which need improvement. For example, for one person there was good detail on how staff should support them to get dressed and washed and how to support them with their mental health, including helping them to stay connected with friends and family and advice for staff on how to monitor the person’s mood. However, the section on skin integrity needed more detail.

Staff responded to people’s needs in the moment and demonstrated a good understanding of how to recognise and respond to changes in people’s physical and emotional wellbeing. Where people experienced discomfort, concern or distress, staff acted promptly to provide reassurance and support. For example, staff adjusted care approaches or sought further advice where needed to ensure people remained safe and comfortable.

People told us staff were attentive and flexible in their approach. Care plans provided staff with clear guidance on how to meet people’s needs, including how to support them at times of anxiety, distress or deterioration in health. This supported continuity of care and ensured staff could act consistently and effectively.

The provider demonstrated a responsive and person-centred approach. Leaders matched staff to people based on skills, personality, and preferences, including language and gender where possible, and aimed to limit care teams to no more than 3 staff to support continuity. A relative told us, “[Person] has the same team of carers, and knows who is coming and on what day. The agency is good at trying to keep to the same carers.”

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

Without exception, staff spoke positively about the provider and registered manager; they confirmed that they felt very well supported. A staff member told us, “I do feel valued. Managers take the time to acknowledge when staff have worked well, particularly after a difficult shift or a challenging situation. There is a genuine sense that the people leading the service care about their staff, not just the outcomes.”

Staff commitment and skills were recognised and rewarded, and as a result, morale was high. Staff unanimously felt valued and respected. This approach also positively impacted staff retention. A staff member said, “Regular supervisions give me the opportunity to discuss how I am getting on, and I feel those conversations are two-way rather than just a tick-box exercise. I also feel respected as a professional; my experience and judgement are taken seriously, which means a great deal.”

Leaders were committed to supporting staff welfare. The registered manager told us, “We provide structured support through supervision, team meetings and informal check-ins, allowing staff to discuss their wellbeing, workload and any challenges they may be facing. We encourage an open and transparent culture where staff feel confident to speak up. We also support staff through reasonable adjustments.” Our review of records confirmed this approach.