Compassion Care 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 70 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff consistently treated people with kindness, compassion and respect, and promoted their privacy and dignity. People spoke positively about the caring approach of staff and told us they felt well supported. Staff demonstrated a clear understanding of how to uphold people's dignity and respect their individual preferences. For example, one staff member told us, “I maintain privacy by making sure doors and curtains are closed when providing personal care, keeping personal information confidential and only sharing information with the appropriate people who need to know. I always knock before entering a person’s room and give them privacy when they need it.” Another staff member said, “I maintain dignity by speaking to people respectfully, giving them choices and involving them in decisions about their care. During personal care, such as bathing, showering or changing clothes, I make sure they are covered as much as possible and explain what I am doing before providing support.” Staff also treated colleagues and professionals from other organisations with kindness and respect, helping to promote positive working relationships.

The staff team 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. One staff member told us, “I support people who have different cultural, religious and personal needs. I understand that each and every client is different, and I treat each person as an individual.”

The staff team promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Whilst staff were not always provided with detailed information or guidance to follow on how to support people. Staff knew people well. One staff member told us, “I also promote independence by encouraging people to do things for themselves where they are able to do so safely. I do not take over or do everything for them simply because it may be quicker. Instead, I give them time, encouragement and appropriate support so they can maintain their skills and confidence.”

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. One staff member told us, “I ring the GP surgery they are registered with or ring the district nurse to book an appointment when needed on behalf of my client.” There was an on-call system in place for any contact outside of normal working hours to ensure people could contact the service in case of an emergency or for urgent help.

Staff feedback about support from the provider was mixed. Whilst some staff spoke positively about their role and the people they supported, others highlighted concerns regarding management support and communication. One staff member told us, “I really like the clients, and I give my ‘all’ because of them but the lack of support from management sometimes drops morale.” This feedback indicated staff did not always feel fully supported to raise concerns openly and supported with their wellbeing.

The acting manager had implemented a number of initiatives to promote staff wellbeing and engagement. For example, regular wellbeing drop-in sessions were held on Fridays, a staff recognition scheme had been introduced to acknowledge good practice, annual appraisals had been completed, and staff surveys were undertaken to gather feedback and identify areas for improvement. These measures demonstrated a commitment to supporting staff wellbeing and fostering a positive working culture.