Lima Homecare 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.

People were treated with kindness, compassion and empathy, and their privacy and dignity were respected. Overall, people using the service described staff as caring, respectful and considerate in their approach. One person told us, “Without a doubt they are kind and caring, can’t fault them. They always treat me with the utmost respect and dignity.”

Staff demonstrated a clear understanding of how to respect people’s privacy and individuality. They described practices such as knocking before entering, ensuring people were covered during personal care and using respectful language and tone. Staff were aware of people’s cultural, sensory and communication needs and adapted their approach accordingly to support dignity and inclusion.

Staff promoted people’s well-being through meaningful interactions. This included spending time chatting, where time allowed, and responding flexibly to individual needs. One staff member told us the team genuinely cared about people and worked together to ensure people felt safe, supported and had what they needed.

A professional reported observing respectful and compassionate interactions, including with people who had more complex needs. They told us, “Carers have always shown respect to people, which enables strong relationships to be created. Kindness and being non‑judgemental is clearly part of the organisational culture."

The provider ensured people were treated 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.

Staff knew people well. Care plans contained clear information about people’s life histories, communication needs and personal preferences, enabling staff to adapt their approach. For example, staff explained they adjusted their pace of communication to support someone whose hearing loss affected how they processed information.

Staff described how they applied this information in their daily practice. One member of staff told us, “This information is in the care plan. We follow people’s preferences, like food choices, routines and cultural needs.” Care plans we reviewed provided detailed guidance on how people wished to receive their support, helping ensure care remained person-centred, consistent and respectful.

People were involved in planning their care and were supported to maintain and, where possible, increase their independence. One relative told us their family member had recently gained more independence with personal care, which they described as “Brilliant.” People said staff encouraged them to do as much as they could for themselves and regularly offered choices about meals, clothing and daily routines. Another relative commented, “[Relative’s] independence is encouraged as much as possible; the carers are lovely with him."

Care records, including reviews and daily notes, showed staff promoted independence through prompting and guiding rather than completing tasks for people. One member of staff said, “We encourage independence, even in small ways, like supporting someone to do parts of their personal care themselves.”

The provider listened to and understood people’s needs, views and wishes. Staff were attentive and responded promptly when people required support, acting to minimise any discomfort, concern or distress.

Staff were skilled in recognising non‑verbal cues and identifying when someone might need help. They described how they monitored changes in body language, facial expressions and behaviour, and acted when concerns arose.

When people showed signs of pain or distress, staff escalated issues to the office or relevant health professionals. The management team provided targeted guidance to staff in response to individual concerns and monitored follow up actions to ensure people received the support they needed without delay.

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

Most staff told us they felt well supported, had access to training and regular supervision, and found managers approachable. One staff member said, “I am very proud of the team. I wanted to work for a company I would trust to look after a family member. At Lima, I have found that.”

Some staff reported periods of rota pressure or limited rest breaks at peak times. The management team acknowledged this and were actively exploring ways to reduce these pressures. Staff were encouraged to raise concerns early, and surveys and meetings provided additional opportunities for them to share their views about the day to day running of the service. Another staff member told us, “I love working here. I’ve always felt 100% supported by management and know I can go to them with any concerns. I’ve always been treated fairly and with respect.”

The provider operated a staff reward and recognition scheme, including a points-based system linked to ‘Employee of the Month’ nominations from people using the service and colleagues. Birthdays, work anniversaries and positive feedback were also recognised and shared in regular staff newsletters.