One Touch Quality Kare

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.

This is the first assessment for this newly registered service. This key question has been rated 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 treated people with kindness, empathy and compassion and respected their privacy and dignity.

People told us their dignity was protected when staff supported them. Staff spoke about people in a compassionate way and demonstrated a good understanding of what was important to people when they were providing care and support.

Care plans included guidance about how staff should maintain people’s privacy and the management team spoke with sensitivity and respect about people and their needs.

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 care plans offered guidance to staff about people’s life histories and preferences. Records reflected staff were supportive of people who participated in religious and cultural events. Although staff did not attend with people, information about their importance was included in care planning documents. This meant staff could discuss with people their interests and identity, in a broader capacity than their required care needs.

The management team held regular reviews with people to ensure care provided was still in line with their needs and wishes. These reviews were documented, and care plans were reviewed and updated in response to people’s expressed wishes.

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

People told us they were involved in developing their care plans and their individual needs were considered in assessments and reviews of their care. One person said, “I have access to my care plan. I am in control.”

People spoke positively about how staff promoted their independence. One person told us, “I try to be as independent as possible and do what I can do. What I can't do I just ask staff, and they help me…. They know what I can and can’t do, they know my routines and what I am able to do. Staff know when I am struggling.”

Staff shared examples with us of how they supported people to be as independent as possible. One staff member said, “I am aware of how [person’s] care needs can vary. So, I always check with them and ask what I can do for you today?”

The provider listened to and understood people’s needs, views and wishes.

People told us they were happy with their care plans and their involvement in them. Regular reviews gave people an opportunity to be part of reviewing and improving their care and support.

The management team maintained regular contact with people so that any changes were communicated without delay. This meant people’s care could be amended to reflect their current needs. Staff described how they approached people’s support with sensitivity and based it on how the person was feeling, or presenting, on each day they saw them. They told us this approach meant people were more able to direct their care and acknowledge when they needed space or time alone.

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

Staff we spoke with were complimentary about the management team and told us they felt supported in their roles. One staff member shared how the deputy manager had gone ‘the extra mile’ to keep in contact with them through a period of illness. Another staff member said, “I am confident we are supported. They [management team] are appreciative of what I am doing.”

The management team promoted an approach of reflective practice with the staff team and encouraged discussion and learning. They told us they felt this helped staff to develop confidence and support strategies so they could reflect on situations and events that could have gone differently and make changes and improvements to their practice.