Jireh Homecare

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.

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 staff knew them well and knew how they liked their care to be delivered. Comments included, “They are very kind, helpful. I can’t fault them” and “They have a caring attitude, very kind and respectful.” People said staff were always mindful of protecting their privacy and dignity. One person said, “The carers are nice, respectful and treat [my loved one] with dignity, they are wonderful.”

Staff told us how important it was to care for people and treat them as individuals. During our discussion with them, they demonstrated a caring approach. One staff member said, “Each time I do a call I do it in the way I would want to be treated. You learn by talking to the resident what they like, what they don’t like, and you respect that in the way your work with them.”

Staff completed training to ensure they fully understood how to maintain people’s privacy and dignity. Care plans usually detailed how to support people to ensure their dignity was maintained.

Relatives we spoke to were very positive about the kindness shown by staff, and confirmed support was never rushed. A relative added, “[Staff] support [my loved one] who has more contact with the carers and says [Staff] are lovely caring people.”

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 felt they were treated as individuals because staff knew them well. Conversations with staff confirmed they had a very good understanding of people’s likes, needs, dislikes and preferences. Staff told us they sought this information from people’s and their families to ensure they respected their wishes.

Care plans were person centred and identified people’s preferences. For example, they showed people’s preferred choice of drinks and how they liked them to be prepared. Records showed if they wished to have a drink at the beginning or end of the call.

People’s religious and cultural needs were included in needs assessments and care plans. The service worked closely with people’s relatives to ensure they provided culturally appropriate food which was important to them.

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

Staff were knowledgeable about people and described how they supported people to remain independent. One staff member told us, “I encourage independence. It’s important for people to keep doing the things they can, while you can. I try to encourage them to wash the areas they can reach, and I will do the rest.”

Care plans provided people’s choices and wishes so that staff could support people’s independence where possible. People and their relatives confirmed staff promoted choice and control.

Staff supported people to access a range of community activities and amenities. The manager told us people were supported to go shopping, visit garden centres, go to the pub to meet friends or attend activities at the local day centre. Staff also supported people to complete activities in the home, to provide valuable respite to relatives.

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 told us they felt their needs were well understood and that staff responded promptly and appropriately. People confirmed they were supported to access healthcare professionals, including GPs, district nurses and dentists, either through family members or with support from the service. One person told us, “If there’s any issue they contact me and let me know what’s happening and when it’s all resolved.”

The registered manager explained that when people requested increased care calls, these requests were assessed to determine whether the need was temporary or required a longer-term change to care provision. Where people required additional support within existing care calls, this was accommodated where possible and within the allocated time.

If there was insufficient time to meet additional needs safely, arrangements were made to review the person’s care and support plan. This involved liaison with the local authority social work team and agreement with the person to arrange additional care calls where appropriate.

Relatives spoke positively about how the registered manager and staff team responded to requests, describing them as approachable, responsive and proactive in addressing concerns. A relative told us, “When there have been any issues with her condition changing, they’ve adapted straight away for us.”

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

Staff spoke positively about working for the service and described management as supportive and flexible in accommodating their individual needs. One staff member explained they required time off to attend to family matters and told us, “[The registered manager] was supportive, told me not to worry about work and to focus on my family.”

Staff told us they worked well as a team and supported one another to ensure people received timely care. For example, if a staff member was delayed because a person required additional support, colleagues would assist to reduce the risk of care calls running late.

The registered manager explained that reasonable adjustments were made to support staff wellbeing. For example, staff worked a range of hours and shift patterns to help accommodate individual needs while continuing to meet people’s care requirements.

Staff confirmed they felt valued by managers and colleagues. Social events, such as an annual Christmas party where staff were able to bring their children, were organised to promote inclusion and team morale. Staff were also recognised through a ‘Carer of the Month’ scheme, where achievements and positive feedback from people and their families were acknowledged with small rewards. Staff told us this recognition made them feel appreciated.

The provider also offered access to an Employee Assistance and Information Programme (EAIP), which included a confidential 24‑hour counselling service. This demonstrated a commitment to promoting staff wellbeing and supporting staff to manage their emotional health.