Kardinal Healthcare 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 and relatives told us they found staff and managers kind and caring. One person said, “Yes definitely they respect my privacy and if I’m not in the best mood they chat with me and listen to my grumble about life which I appreciate.”

The provider treated people as individuals and made sure people’s care and support met people’s needs and preferences.

The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Staff knew people well and celebrated their strengths and abilities. Leaders and staff spoke about people with respect and admiration showing genuine regard for their well-being. Staff had spent time getting to know people to understand their needs and preferences. A relative told us, “I have no issues, they know him really well.”

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

People were supported by staff who knew them well, offered choices and supported them in their independence. Staff were guided by clear care plans and risk assessments.

Training in areas such as Makaton, a form of sign language, supported staff to understand people’s needs. For example, one relative told us, “[Name of staff] supports with words and communication so they can do more for themselves.” Another told us, “They helped raise independence not just maintain it. [Name of loved one] used to have personal care done but does this themself now and they have been part of his growth.”

A person said, “I do what I can, and they help with what I need.”

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 had access to technology so they could quickly raise or respond to concerns about people or update the management team if there was an incident or if people’s needs had changed.

Records demonstrated, quick response times to concerns and clear recording of actions taken. For example, a person who needed emergency treatment was supported to obtain it and then records explained their adjusted care needs to staff who were to follow for the next visit.

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

Staff told us they felt the management team were approachable and supportive. The workforce was diverse and different cultural and faith needs were considered and respected. One staff said, “Definitely [Name of manager] supports us whatever problem you have, and I think they respect me.”