Blue Ribbon Community Care (Tyne and Wear)

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 outstanding. At this assessment the rating has remained outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 95 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People spoke about the positive emotional impact of their relationships with staff, describing the conversations, connection and companionship they received. One person told us, “[Family member] has dementia and doesn’t recognise people often or remember much. One of the ladies comes and is so bubbly, they will sit and sing songs and laugh together, it really makes her happy[Staff] just really understand her personality and what she needs.”

Staff provided personal care with sensitivity, maintaining privacy, dignity, and comfort. They paid attention to details that made people feel respected. One staff member told us, “I help them remember beautiful moments in their lives and things they can explain with detail about happy experiences, I love to see the bright in their eyes and their smiles and how easy the words come out from their mouths when they are excited telling me those stories.”

Management reported that staff communicated effectively and interacted positively with individuals, frequently engaging in conversations, sharing suitable humour, and offering companionship. These exchanges enriched people's daily experiences and gave them something valuable to anticipate during staff visits.

Kindness extended beyond the people using the service. Staff showed respect and compassion in their interactions with colleagues, external professionals and family members. One relative told us, “I’ve learnt that you can't do everything alone and when we needed support Blue Ribbon was our first call, the 4 ladies come and it gives me time to myself, to go out and recharge, I’m over the moon with them.”

Staff had sufficient time to spend with people. They knew people well and understood their care and support needs, wishes and choices. Staff had built trusting relationships with people and their families. One staff member said, “The best thing about the service is the feeling of satisfaction after giving my time and skills to the service users. I put all my effort to provide them with everything they need and make them feel that they are important, loved and heard and we are there to help and support them.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Assessments of people’s needs identified people’s abilities as well as areas which they required support. Care plans were detailed about people’s preferences and the way they preferred to be supported, this was not limited to aspects of personal care, but people had been supported to go out and take part in their chosen hobbies and interests.

The provider listened to people's needs and goals, creating detailed care plans that considered their histories, values, and wishes. These plans gave staff clear guidance for building respectful relationships and forming trusting partnerships, allowing people to feel accepted and supported.

People were encouraged to personalise their living spaces to reflect their interests and preferences. The environment was tailored with items that provided enjoyment or held personal significance. Sensory needs were carefully considered, such as by ensuring preferred music played upon waking or providing access to specific television programmes. For example, one person benefitted from listening to music in the morning, while others appreciated having their chosen TV shows available.
 

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

The management and staff team were determined and committed to enabling people and their relatives to live their lives as they wished and found ways to overcome obstacles. Staff understood the importance of balancing safety with independence and adjusted their support sensitively to each person’s needs. For example, after surgery one person received regular support from staff, who accompanied them and provided a wheelchair, to help them re-engage with the community, building their confidence. Everyone receiving care was also encouraged to participate as much as possible in keeping their homes clean and tidy.

Leaders and staff understood the importance of ensuring people were listened to and were encouraged with their independence. A staff member said, “I help the service user to be independent as much as possible, as they can feel they control and they decide about their routine and day to day choices. For example, they decide which clothes to wear, what to eat, if they want TV or not, of if they prefer to have breakfast before or after getting dressed.”
 

The provider was exceptional in how they 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 regularly went out of their way not only to support people, but to check on and reassure relatives. This consistent kindness ensured people felt safe, looked after and prioritised at all times. Staff worked collaboratively with people’s family members to resolve any emerging issues. They sought advice from other professionals appropriately.

People gave examples of how staff responded in the moment and prioritised well-being. A person told us, “One of the workers had been involved in an accident on the way to our house, the office rang us to tell us before the call was due and rather than us waiting longer for someone else, [staff member] from the office said, ‘right I’m on my way’ and was there in 10 minutes. They bend over backwards; I can’t praise them enough.”

Staff described how the responsive culture helped them feel supported and able to act quickly in people’s best interests. One staff member said, “The staff in the office and on the front line are always there, if anyone has a problem or we need more support we just have to pick up the phone and we find a solution together.”

Staff demonstrated keen awareness, addressing subtle shifts in behaviour before issues arose. They met urgent needs with patience and compassion, fostering a supportive atmosphere. One person noted, “The staff are all great, they notice the little things like what [person] likes or doesn’t like but they also will tell me when certain medications are running out or supplies need topped up, they’re spot on.”

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

To acknowledge long service, the provider granted additional holiday days to staff. This demonstrated their dedication to appreciating employee contributions and encouraging retention. Staff members were also recognised through gifts, meals, and social events, as requested by the team, ensuring that everyone received acknowledgment rather than individual rewards.

The provider was outstanding at promoting staff wellbeing and creating a positive, supportive working culture. Staff received an annual pay rise, and the provider acknowledged birthdays and personal events, fostering a strong sense of belonging.

Leaders consistently went beyond expected practice, offering personalised support including advice on personal matters. They ensured regular contact with staff through an open, accessible and supportive culture. Staff had ongoing opportunities to discuss any personal and professional needs through meetings and performance reviews. They were encouraged to contact the office with any feedback or concern and frequently did this. The management structure ensured every staff member always had accessible support including staff on call outside of office hours.

The provider ensured everyone felt respected and empowered, resulting in a high retention of both staff and people, many of whom had been working or receiving care and support for many years. The provider adopted a proactive strategy regarding staff wellbeing, requiring employees to complete wellness action plans. These plans were designed to support protected characteristics and promote positive mental health. Staff members completed the plans during induction, with reviews conducted every three months.