GGW Care Limited

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• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Based on the findings of this assessment we found the service had improved and addressed all the outstanding breaches we identified at their last inspection. This was because at this assessment we found the provider had followed the action plan we required them to send us after their last inspection and improved. This meant staff now treated the people they supported with dignity and ensured the personal care they received was person-centred. In addition, staff continued to treat people with kindness and compassion, support them to make informed choices and decisions, and helped people maintain their independence. The rating for this key question has therefore changed from requires improvement to good.

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.

People told us staff respected their privacy and dignity. For example, people said staff were always friendly and supportive, and did treat them with dignity and respect.” One person said, “The staff are caring and kind, and treat me well.” Another person added, “I am treated so well by my main carer, who is very caring, kind and respectful towards me. They are also a good conversationalist.”

Staff we spoke with demonstrated a compassionate and respectful attitude to care. They always spoke about people they supported in a positive and respectful way. They were aware of the need to provide people with dignified care. Staff had received up to date dignity in care training.

External health and social care professionals expressed being generally satisfied with the kind, compassionate and dignified way staff treated their clients.

People told us staff knew what they liked to do and what they did not, and always treated them as individuals. One person said, “My regular carers know what I can do for myself, and what I like and what I don’t.”

Staff knew about people’s preferences and wishes. For example, staff were aware what people liked to eat and drink, how they liked to be transferred, what they were willing and capable of doing independently and how they preferred their personal care to be delivered. One member of staff told us, “I have a good rapport with all the people I regularly support and we often discuss how they would prefer me to deliver their personal care.” Another member of staff added, “We can access anyone’s care plan electronically and this tells us exactly about each person we support likes and dislikes, and how they prefer to be supported by us.”

Staff access to up to date and sufficiently detailed care plans that put people they supported at the centre of their care. These electronic care plans could be accessed easily by managers and staff and made it clear what peoples unique strengths, likes and dislikes were, and how they preferred their personal care needs and wishes to be met by staff.

People had choice and control about when and how they preferred to receive care and support from staff. People told us they were supported to make informed choices, which staff respected. One person said, “I have a care plan in place which staff follow. They do what I need and they do it in the way I want things to be done.” People told us staff supported them to be as independent as they could and wanted to be. One person said, “I manage my own medicines and prepare my own food and drinks. No staff support needed with these things and my carers know and respect this.” Another person added, “The staff know me and help me remain as independent as possible.”

Managers and staff understood people they supported should be encouraged to make informed choices and decisions about how their personal care is delivered. One member of staff told us, “I will always lay out some clothes on the bed so a person I regularly support can choose what they wear each day.” Staff ensured people could be as independent as possible and respected this right. One member of staff told us, “I encourage one person I support to walk independently around their home with a mobility aid. This is because I know they are willing and able to do this safely and if they stop doing it regularly they might lose this independent living skill altogether.”

People were encouraged and supported to do as much as they were willing and capable of doing for themselves safely. People’s care plans reflected this enabling approach and set out clearly people’s dependency levels and what they were willing and capable of doing safely for themselves, and what they needed staff support with. For example, peoples care plans clearly stated who was willing and capable of safely managing their prescribed medicines and walking independently with mobility aids in their own home.

People were supported to stay healthy and well. People told us they were confident staff would call the doctor or emergency services if they were required.

People’s care plans detailed their health care needs and the action staff needed to take to keep people fit and well. Systems were also in place for staff to alert the office if they became concerned for a person’s health. Staff told us maintaining good working relationships with external health and social care services, including GPs, district nurses, and social workers, ensured people remained healthy and received the external health and social care support they needed.

Staff told us the managers were approachable and always available to help and support if needed. They said the registered manager was hands-on and always looked out for their wellbeing. The registered manager told us that staff supervision took place regularly and they also did spot checks to which helped to ensure there was a happy and content workforce in place.

Records showed that individual staff supervisions, spot checks and observations took place regularly. These provided an avenue for staff to feedback back to the managers about any issues and vice versa. Annual appraisals took place to further develop staff and help them on their career paths.