Forget Me Not Caring Limited

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

Staff promoted people’s independence and were respectful of people’s privacy, dignity, and human rights. People were supported to make decisions about 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.

We observed positive interactions between people and staff. Staff were kind and caring in their support and people appeared relaxed and comfortable with staff.

We received complimentary feedback from health and social care professionals. However, one health and social care professional indicated concerns around negative language being used by staff in front of people. We discussed this with the registered manager who told us they would arrange additional training and support for staff around respecting people's privacy and dignity.

Staff knew people well and how they preferred to be supported. All staff we spoke with were able to demonstrate how they treated people with dignity and respect.

People told us staff were kind and caring. One person said, “The staff are all nice. They do a great job of looking after us.” However, we received some mixed feedback about how well staff respected people's privacy, with 1 person saying, “Some staff don’t knock on my bedroom door. It says knock before you enter.” Relatives were generally complimentary about the caring attitude of staff. Feedback included, “[Staff] are very caring. They don’t tell [person] they can’t do things, they advise instead” and, “Staff are very personable, they’re like a family."

Staff demonstrated an understanding of people's personal histories and what was important to them when providing support. Care was provided respectfully, with consideration of people's protected characteristics and individual needs.

The provider considered people's personal histories, cultural needs and protected characteristics as part of their assessment and care planning process. Whilst, information was not always sufficiently detailed, the provider was in the process of making improvements to the documentation to ensure it captured people's individual needs and preferences more effectively.

People told us staff knew them well and understood their individual strengths and support needs. One person told us, "I'm very independent. Staff know I'd like to be more independent in the future, they give me reminders and encourage me with getting things done."

Health and social care professionals spoke positively about the changes made since the last inspection, identifying improvements in how staff engaged with people and their understanding of people's individual needs.

Staff knew people well as individuals and how to promote people to make meaningful choices and be independent. Comments included, "Each person needs to be treated as an individual", "When we are out everything we do is [person's] choice" and "I will support [person] to carry out the task at hand and if they’re not too sure I will show them how to do it. I will not take over.”

We observed staff promoting people's independence by encouraging them to do tasks themselves and only providing support where required.

Staff had a good understanding of person-centred care and spoke about people with kindness and compassion. Staff knew how to promote people’s independence. One member of staff told us, "When we are at [venue], we support [people's names] to go to the front desk and pay as opposed to me taking over. I will not take away their independence. If they need help, I am there but try and see if they can do it themselves first."

People were able to make day to day decisions about their lives and have a say about the care and support they received. Staff supported people to access activities within the local community and maintain relationships with family and friends to promote their independence, health and wellbeing. People were encouraged to do as much as possible for themselves. One person told us, “I am the chef in the house. I go and do the food shopping and use fresh ingredients for cooking.” A relative said, “[Person] is never in. They have holidays and [staff] communicate with us first about that. They’re teaching [person] cooking. [Person] has freedom of choice in all aspects.”

People's care plans documented their individual care and support needs and how they liked to receive their care. This included information about how to promote their independence. However, we found some shortfalls in how well people's care plans reflected their individual aspirations and goals and how to maximise people's ability to achieve these.

People told us staff were available and responded promptly when needed. One person told us, "I know who is working every day and I can ask staff for help any time I need it."

Staff understood the importance of providing prompt support to minimise the risk of people feeling distressed. Staff were able to describe how they listened to people's views and wishes when providing support. Comments included, "It is important to know people well and if you see anything, be quick to respond" and "I listen to people's needs, understand their emotions and communicate with them."

We observed staff providing prompt and appropriate support to ensure people's needs were met without delay.

The provider told us the recruitment of additional service support managers had enabled them to provide more direct support to staff and improve communication and wellbeing for teams. Staff told us they felt supported and valued and morale had improved since the last inspection. Comments included, "Morale is good overall, and the company have been very supportive to me" and "Staff morale is high, personally I look forward to going to work" and "The team we have in place very much support each other, our communication is good as is our work ethic. Our Senior is very approachable and very supportive if we have any concerns. We all work in a very professional manner in a very happy house."

The provider had processes in place to gather feedback from staff and use this to identify any concerns with morale or culture in the individual services. The registered manager told us they were continuing to improve their engagement with staff, introducing more face to face meetings with the senior management team to build stronger relationships and promote wellbeing.