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Compassion Home Care Limited

Overall: Good read more about inspection ratings

1st Floor, East Wing, Priory Buildings, The Priory, Church Hill, Orpington, BR6 0HH (01689) 825155

Provided and run by:
Compassion Home Care Limited

Important: This service was previously registered at a different address - see old profile

Assessment report published 12 March 2026

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Caring

Good

6 March 2026

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 requires improvement. At this assessment the rating has improved to 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.

Kindness, compassion and dignity

Score: 3

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 their relatives told us staff were respectful and kind when supporting them, they gave examples of how staff ensured people’s privacy and dignity whilst supporting them. This included making sure doors and curtains were closed while care and support was being provided. Comments from people and their relatives included, “They protect my privacy by asking me if I am ready. They shut the doors and cover me up when providing personal care,” “They always tap on the door when they arrive and call out to say good morning,” “Staff are so friendly and helpful, I look forward to them coming here.” People told us they felt valued as staff knew and treated them well.

Staff spoke about people with kindness and compassion. Managers monitored staff practice to ensure they treated people with kindness, dignity and compassion.

Treating people as individuals

Score: 3

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 and their relatives told us staff took time to understand them and took an interest in their backgrounds and previous experiences. One person told us, “They always have a chat with me about this and that, I enjoy it, it helps me to feel connected."

Care plans contained information about people’s backgrounds, histories, important connections, hobbies and interests. Staff used this information to develop positive
relationships and have meaningful conversations with people about things that interested them. This ensured people felt valued and respected. Comments from staff included, “Just like us they are all individuals, everyone comes with their own story and interests,” “It is all about recognising people’s individuality and diversity and establishing trust,” and “It is important to know people’s likes and dislikes and get to know what people’s hobbies are because they are all so individual. This helps greatly in knowing what to chat about with them."

Independence, choice and control

Score: 3

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

People and their relatives told us staff promoted their independence and choice and were available to provide support when they needed it. Comments from people included, “They provide my care with understanding and kindness,” and “They encourage me to be as independent as possible to maximise what you can do for yourself."

Staff said wherever possible they gave people choice and control over their affairs so they could maintain independence in their own home. Comments from staff included, “We hope people can stay as independent as long as possible so they can live a fulfilled life and do it with dignity,” “We want people to live as good a life as possible for them, and not let their care issues stop them from being as independent as they can be," and “It is about making people feel relaxed and comfortable and allowing them to do the things they can do for themselves wherever possible."
Support plans clearly described what aspects of their care people could do for themselves, where they needed supervision or prompting and when staff needed to provide support.

Responding to people’s immediate needs

Score: 3

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 were responsive to people's immediate needs. They understood people well and were able to anticipate when people might require support. People and their relatives told us their needs were met by staff.

Workforce wellbeing and enablement

Score: 3

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

The provider had systems and processes to support staff wellbeing. For example, we saw evidence of “Carer of the month awards”. Each month the managers selected a carer for this award based on a mixture of staff performance and feedback from people and relatives who used the service.

Staff told us they were paid for any training or meetings they attended outside their planned shifts. Staff felt supported by the management team. They told us the registered manager was approachable and considerate of their wellbeing. Staff comments included, “The registered manager is very approachable, very thorough and very caring," and “The managers here are fantastic, very supportive. It’s true to say I wouldn’t want to work anywhere else.”

Staff told us they had good travel time between calls which they said was really appreciated. For example, if they [staff] needed to stay longer than planned for someone who they were supporting.

Managers told us they had open and honest communication with staff. There was management cover at the service 7 days a week to ensure that staff always had management support. As a part of the providers active quality audit processes, staff were provided with regular opportunities to provide feedback, raise concerns, and suggest ways to improve the service through regular one-to-one supervisions, staff meetings and being able to approach management at any time.