Sambhana Care Ltd

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 Inadequate. At this assessment the rating has changed 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.

The registered manager 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 told us staff treated them with kindness, empathy and compassion. They said staff took time to listen, speak respectfully and did not rush their visits. People described staff as “gentle,” “patient,” and “considerate,” and told us they felt comfortable and at ease during care. Staff also respected people’s privacy and dignity. They described how they ensured doors and curtains were closed during personal care, explained each step before providing support and sought permission before touching or assisting someone. Staff extended this respectful approach to colleagues from external organisations, ensuring collaborative working was courteous and professional.

The registered manager 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.

Staff treated people as individuals and tailored care to their needs and preferences. Care records demonstrated improved detail about people’s strengths, cultural backgrounds, religious practices, aspirations and personal routines. Staff recognised the importance of people’s protected characteristics and adapted their approach accordingly.

People and their relatives told us staff understood “what matters” to them—for example, the time they preferred their meals, how they wanted personal care delivered, or how they liked their home environment to be left. This approach supported people to feel valued and understood. We were told, “They are kind and considerate and listen to my mother’s wishes as well.”

The registered manager promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and well being.

Staff promoted people’s independence and supported them to maintain as much control over their daily lives as possible. Care plans included guidance about what people could do for themselves and how staff should encourage and support independence safely.
People told us they were given choices throughout their care, such as what they wanted to wear, eat or do that day. A relative told us, “Yes, they do talk to them about what they are about to do. They never force my parents to do anything if they say no.” Staff explained options clearly and checked people’s preferences during each visit. This helped people understand their rights and remain in control of their care and well being.

The registered manager 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 listened carefully and responded promptly to people’s needs, views and wishes. People said staff were attentive and adjusted their support when they noticed discomfort or changes in mood. Daily records showed staff took action to relieve distress or concern—such as offering reassurance, rearranging tasks to suit the person’s pace, or notifying family members or health professionals when appropriate.
Staff demonstrated an understanding of people’s emotional well being, supporting them sensitively during times of anxiety, illness or bereavement.

The registered manager cared about and promoted the well being of their staff and supported and enabled staff to always deliver person-centred care.
The registered manager and nominated individual demonstrated a commitment to staff well being and development. Staff told us they felt valued, supported and listened to, and that the management team were approachable and responsive. Regular supervision sessions encouraged staff to reflect on their practice and identify training needs, supporting them to deliver person-centred care. Staff described a positive shift in the culture of the service since the last inspection and since the new management team had been implemented, with improved communication, clearer expectations and better teamwork. This supported the consistent and compassionate care people experienced.