Paradise Hope 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 the same. 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 were kind, friendly and caring in their approach and had forged good relationships with staff. One person said, “They are kind and caring and they do not rush me.” Another said, “I know my carers and we get on very well together.”

Staff were compassionate and ensured people’s privacy was upheld and their dignity was preserved when delivering personal care. One staff member said, “I explain what I’m doing, respect their dignity and close bedroom doors and curtains. I never leave their body exposed.” Staff said they focussed on getting to know people well and understanding their wishes and preferences.

The registered manager told us they completed regular spot checks to monitor the quality of care, including observing staff interactions with people to ensure dignity, respect and compassion were consistently upheld.

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’s feedback assured us staff recognised them as individuals and when needed were able to adapt their approach to ensure this was maintained. Staff shared their experience of working with different people and how they tailored their approach so individualised care was provided.

One person told us, “One of them [staff] is lovely and she washes my hair for me in the way I like it done.”

No one using the service referred to any specific religious or cultural needs they had which needed consideration. However, within assessments and care plans these were discussed to ensure people’s care could be tailored to meet their needs if they did.

Communication needs were detailed within people’s care plans, helping staff understand how best to share information and ensure people could express their wishes and preferences. Staff referred to their knowledge of people’s individual communication needs and the importance of people’s understanding. One staff member said, “I support people who have a hearing problem. I ensure they have their hearing aid in and it’s working. Some people communicate using facial expressions and body language. I understand what they are saying in a non-verbal way because I know them so well.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care and treatment. One person said, “They [staff] encourage me to do things for myself all the time and are nice to me about trying things.” A staff member said, “I support people to try and do things they can do so they can remain as independent for as long as possible.”

People were supported to maintain relationships with friends and relatives. Managers and staff promoted and recognised the benefits positive relationships have upon people to support their ongoing emotional wellbeing and their role in supporting this.

People’s preferences and routines in relation to personal care were recorded to support staff to meet their individual preferences. Staff we spoke with were able to tell us about people in depth and how they chose to lead their lives, and the importance in their role to enable people to achieve this.

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 were alert to any change in people’s emotional needs and physical presentation and knew the importance of raising and addressing these sensitively and promptly. One staff member said, “Because I know the people I support well, I can detect quickly if something doesn’t look or feel quite right.” One relative told us, “We have already discussed what will happen if [family member] need’s change and how care will be adapted.”

Care calls were almost always undertaken as planned with more often than not the same staff deployed. This provided people with continuity of care.

Managers promptly contacted and worked with external professionals when people’s needs changed. People and relatives told us it was easy to discuss any concern or worry they had with staff and managers about their care arrangements.

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 the management team and told us they felt valued and supported in their roles. This positive culture helped ensure staff were enabled to provide compassionate, person-centred care. One staff member said, “They [managers] are great and it’s the overall management of the service which ‘sticks out’ for me.” The registered manager said, “I care about the staff team and their well-being. This supports them in their day to day roles.”