Alma Care Services 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

This is the first inspection for this newly registered service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care. People and relatives were treated with dignity and kindness by staff who valued their input. The registered manager led by example, finding out detailed information about how people wanted to be supported from the outset, and sharing this with staff. The registered manager reviewed care packages to ensure people’s changing needs and preferences were met, and to ensure staff well-being was maintained. The culture was respectful and one in which person-centred care was prioritised.

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.

Staff were kind, respectful and compassionate. They treated people as they would expect to be treated and this had a positive impact. One relative said, “They really built a rapport with them and became close. The registered manager found out so much about us, so that there was always common ground.” Another said, “They treated her like a member of the family.” Staff genuinely cared about people receiving kind and respectful care. They felt supported to do so by a provider who ensured they had the time to work with people and not rush. Feedback was limited from external health and social care professionals as the service was small and had not had many packages of care. No concerns were raised.

People and relatives felt valued and listened to. Their individualities were understood. One relative said, “They took the time to know what was important and that made the whole process easier.” Staff treated people as individuals. They tailored their approach to make sure their care was person-centred and had regard to people’s cultural backgrounds and beliefs. Person-centred care was at the centre of the provider’s approach to planning and delivering care. Policies reflected this and people and families experienced this. The registered manager maintained comprehensive oversight of care packages to ensure care was delivered in line with these aims.

People were supported to make choices; their independence was promoted and they were supported to make decisions about how their care needs were met. Systems and processes were in place and staff understood people had the right to have choice and control over how their care needs were met. People confirmed they were involved in decisions about their care. Care plans contained pertinent information about people’s needs and preferences to enable staff to provide appropriate care. Staff used person-centred planning tools and approaches to discuss and plan with people how to reach their goals and aspirations.

People and relatives were happy with the care packages they received, and that they were flexible when needed. People had been involved in deciding how much support they needed and how often staff visited. The registered manager regularly checked the level of care provided was the right amount to meet people’s changing needs. The registered manager was proactive when thinking about people’s needs, for instance suggesting one person moved downstairs when their stairlift became problematic for them.

Staff felt extremely well supported. They felt included and part of the team from the outset, and received a consistent induction, which prepared them for the role. Those that had worked in care previously described the registered manager’s approach to mentoring and shadowing as impressive. The provider had a range of policies and procedures in place to ensure staff wellbeing was considered. Recruitment of staff was an ongoing challenge but the provider was exploring all practicable options.