Embrace Home 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 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.

We also saw compliment notes from people receiving support which included comments such as “These girls are so caring, they are professional, respectful and they all have great personalities! I am extremely happy when I see them.”

The provider told us that staff travel time was outside of call times, so they were able to spend their entire shift time with the people receiving support.

Staff were trained in dignity and respect.

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.

Care plans showed that people’s personal, cultural, social, and religious needs were well understood. People were supported to have their needs met by staff who understood them.

Support notes were person centred and met people’s specific individual needs.

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

The registered manager told us that people retained control of their support, choosing who supported them and with what tasks.

Care plans showed that people’s cultural and social needs were considered. They detailed what tasks were to be completed during the call and made clear who was responsible for what.

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 person told us that they had provided comments to the registered manager and that their concerns had been dealt with swiftly saying, “I’m totally satisfied and have no complaints, I know that there is a complaints policy to follow if I want to.”

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

The registered manager told us of schemes to reward staff members for positive outcomes. Excellence was celebrated by a caregiver of the quarter award which was displayed at the office. There was also a scheme for staff to receive tokens when they had received positive feedback. Team meeting minutes showed that there was a culture of ensuring that effort did not go unnoticed.

We saw two examples of staff health risk assessments where staff had been supported to manage health conditions enabling them to continue to work effectively.

We saw evidence of regular team meetings and supervisions. One staff member told us that there was a “Great support network between managers and staff.”