Dorset office

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 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 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 reviewed quality audits of people’s care completed by the provider and noted only positive feedback had been given. This included, “every carer is so good” and “[the provider] has a good team. I can’t fault any of them.” A person had cameras in their home to help monitor their well-being. Staff supporting the person were also seen in footage. Their relative told us, They told us, “ [Person] had the same care staff all the time, so they got to know them and so did I.They spoke to [person], not only respectably, but in an extremely caring manner.There were times that I caught them on camera the gentle caring way they were with [person] was lovely.”

Feedback from a professional about care staff was also positive, they said, “They [staff] are consistently kind, hardworking, and demonstrated genuine compassion in the way they supported clients. Their attention to detail and commitment to delivering safe, high-quality care was clear and very much appreciated. The other carer(s) involved have also shown a high standard of professionalism and empathy. It’s evident that the team provide respectful, person-centred care that supports both the individual and the wider healthcare team.” This evidenced staff treated people kindly and with compassion.

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.

Initial assessments and care plans were developed as soon as care packages began and staff learned new information about people. The registered manager was passionate about people being individuals and getting to know them as the people they were before they were affected by conditions such as dementia.

Care plans included information about what was important to the person, who was important to them and what to do and not do when supporting them. There was information about family members and likes and dislikes, the information was person-centred. This supported staff to understand the persons needs and wishes and support them in a person centred way.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.
Staff supported people to maintain independence wherever possible. People were encouraged to do as much for themselves as they could, with staff providing support only where needed. Choice was promoted during visits, including decisions about routines and how care tasks were completed.

This approach supported dignity and helped people maintain control over their day‑to‑day lives.

. Some people had powers of attorney in place should they lose capacity. Staff feedback indicated they would know what to do should someone lack capacity in the future. A staff member told us they would, “Assume capacity unless assessed otherwise. Explain the support in a simple, accessible way for them to understand. Use communication aids, extra time or trusted supporters if needed. Involve the person as much as possible in decisions concerning them. Check for any past wishes, advance decisions, or legal representatives.” A second staff member said, “I will check if a capacity assessment has been completed and what it states. I will ensure the care is provided in their best interest this means involving family members and relevant professionals. I will also pay attention to their reactions (verbal and non-verbal) during and after care to ensure if the client is happy or not happy with the care they receive.”

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.

The provider was not currently providing 24 hour live in care for people but was available should there be an emergency out of usual business hours. For example, if a person fell or experienced health concerns, staff would be deployed to attend. The registered manager told us, should people need shopping, staff would attend the following day.
Staff were responsive to people’s needs during visits. Staff knew what support people needed through reading detailed care plans and experience from spending time with them. They recognised when people were unwell and supported them or their relatives in taking action.

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

We received positive feedback from staff to confirm they participated in supervision 1-to-1 sessions with the registered manager 4 times per year and that it was useful to them. We reviewed supervision records and noted while there was a set agenda, there were opportunities for staff to bring their own items.
Team meetings were held every other month. They were informative and supporting. Part of the agenda for each meeting was sharing positive feedback received about staff.
Staff were supported to complete qualification training such as diplomas.