Care Quality Services Coventry

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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

People spoke positively about a caring and supportive staff team. Staff demonstrated an understanding of people’s individuality and took time to listen to them and respond in a meaningful way. Staff and leaders recognised the importance of people maintaining control over how their care was delivered. Staff told us they had the time to get to care calls on time and stay for the allocated time. Staff said their workload was manageable and they felt appreciated and supported by other care staff and by managers. Staff recognised the importance of maintaining people's independence and dignity.

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 and relatives found staff kind, caring and supportive and spoke highly of them. One relative said, “The regular carers know about me and the family. Staff are very sensitive to how [Relative] is feeling. There is a lot of kindness with these particular care workers.”

Staff knew how to promote independence, dignity and privacy. One example staff told us, “I would close all curtains, doors and blinds. I would ask family to leave us for a while.” Staff recognised how their actions influenced people’s feelings and staff spoke to us about people in a sensitive way.

We did not get any specific feedback about staff’s interaction with people, however in the absence of this, other comments from external partners and stakeholders was positive about how staff and the servcie ensured people’s health and welfare was maintained.

People were treated as individuals. One person said, “I never get the feeling that they come in and think ‘oh it's her again’ or try to take over.” This person explained how staff respected their religious beliefs. A relative told us how they had remembered their relative from before and remembered what they enjoyed such as particular interests and hobbies.

Staff told us that as far as possible, staff were matched to people to support their individual cultural needs. For example, staff who shared people’s first language to support effective communication.

People’s equality and diversity needs were explored during the assessment process and incorporated in their support plans. People's support plans contained information about their personal histories, interests and preferences to support staff in meeting people's individual needs.

People told us they were encouraged to be as independent as possible. One relative said, “In the mornings staff will encourage him to do what he can for himself for example they will say’ come on you can do that’ such as washing his face himself.” People had choice and control to amend, cancel or rearrange their care calls.

Staff demonstrated understanding of the importance of people maintaining control of their care and families retaining their role as the primary care provider if they wished to do so. One staff member told us, “You need to take the family’s needs into account because you don’t want to just wade in there and take over because it takes away their independence as well.”

Support plans promoted people’s independence by describing what aspects of their care people could manage themselves, and specifically where they may need guidance or support. Support plans guided staff to encourage people to do as much for themselves as possible. One example wrote, ‘I can get in and out of the shower myself, if the step is put in the front of the shower cubicle’.

People and relatives told us the service was flexible. Some people told us the service was responsive and worked around private and medical appointments. Relatives found the providers electronic application helped them to rearrange calls and to have oversight of the quality of care provided.

Staff described situations where people had appointments or commitments and were able to cancel/reschedule their calls. Staff described situations where people had appointments or commitments and were able to cancel/reschedule their calls. Where people’s needs changed, staff said they had time and the ability to meet those needs.

A staff member told us the provider made efforts to support staff wellbeing by considering their allocated care calls. They explained, “We try and match the carer to the client, we keep a record of staff who don't like pets or smokers so we don’t send them into places like that."

Regular staff team meetings took place over a range of days/times to give staff the opportunity/flexibility to be able to attend around their other commitments. Minutes demonstrated that staff were encouraged/felt able to raise concerns/offer suggestions. Staff received supervision regularly and ‘Care coaching’ to discuss how they felt they were progressing. Training and development needs were also discussed during these meetings to support staff development.