Archived: Passion Tree Care Service 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 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 were positive about the way staff treated them. Comments included, “[Named carer] is exceptional. They really care and [named carer] is also very good”,” All the carers I have are very caring and have an easy personality and I feel I can warm towards them comfortably”,” I think the carers are easy to get on with and have a bubbly personality and I feel comfortable sharing anything with them. They are very polite, if they have extra time they will sit and talk to me before they leave.”

Relatives’ comments included, “They are respectful of [family member]”,” The carers have a lovely personality”, “One of our favourite carers is on holiday and we look forward to them coming back”, and “My relative is very comfortable with the carers as people and they are at ease with their caring personalities. I can’t fault them really.”

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.

Care plans included information about people’s personal preferences. For example, 1 care plan recorded, “I like all my useful items - bottle of water, mobile phone, comb, box of tissues, glasses and notebook to be placed on my bedside table and close to reach.”

A staff member told us, “Everyone is different, people prefer to be in their bedroom, how people like their things to be done, we try to provide it. Some people have preferences about time.”

People’s communication needs were clearly recorded to ensure staff had the information required to support effective communication.

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

Care plans were regularly reviewed to ensure they were still current and reflected people’s needs. People told us they were encouraged to be independent. A person told us, “The carers promote my independence by letting me do a few domestic jobs around the house, but I’m determined to be independent anyway. I think the carers that come regular know exactly what I like and need.” A relative said, “[Person’s] confidence is back after they came out of hospital.”

Staff received training in relation to the reablement service to ensure they understood how to support people back to full independence.

A multidisciplinary approach was used for the reablement service, this meant other professionals were involved in their care and support.

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 told us they were able to raise concerns about people’s changing needs and the management responded proactively. A staff member told us, “Any changes in a service user's needs are recorded in the care notes and reported to the office. These changes are reviewed and when necessary, referred to relevant healthcare professionals to ensure appropriate support is provided.”

Staff were aware of responding to any signs of distress. A staff member said, “You give emotional support if a client is unsettled with whatever that may be bothering them, even if it means spending more time than allocated. Give them enough time to calm down and offer moral and emotional support. You can also boost their moral by celebrating their special occasions with them, some may be lonely with no immediate family around.”

People and relatives also confirmed staff responded to any immediate need. A person told us, “[Staff member] can tell when I'm not feeling right, they can just see it on my face. They just know.” A relative said, “Yes, on the whole, I think so.”

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

The provider sought feedback from staff and developed a health and wellbeing strategy for staff. This included additional training for senior staff to develop practical strategies to improve wellbeing in the work environment.

Newsletters gave staff information related to wellbeing schemes they could join such as cycle to work schemes, yoga, walking groups and men’s mental health awareness groups. We also saw staff meetings included speakers to support staff in areas such as home office updates or pension information.

Staff told us they felt supported by the management team and were encouraged to speak up. A staff member told us, “The registered manager is professional, approachable and committed to delivering quality care. Concerns are promptly addressed, and communication is transparent. The office team is supportive and work-life balance is considered in rota planning.” Another staff member said, “If I need anything, I can contact the office and ask, they listen.”