Agincare

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. This is the first assessment for this 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.

This service scored 70 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. People told us staff were kind and caring. They said staff were patient and treated them with dignity and respect. Staff had a good knowledge of people’s needs and spoke with warmth about their welfare. Care plans detailed information around people’s backgrounds, life histories and important information related to their care. This helped ensure staff understood who people were and what was important to them.

The provider 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. People’s care plans detailed their individual preferences and preferred routines around care. People’s cultural, religious and spiritual needs were assessed and recorded in their care plans. The registered manager confirmed adjustments to care were made to ensure people’s preferences were met. These adjustments included, changing care call times and meeting people’s preferences around staff.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People told us they were given choice and control around their care. They told us staff supported them with in the way they wished. They said they were involved in planning and reviewing their care and the provider was open to their feedback when suggestions around changes were made. Staff demonstrated an understanding of balancing people’s wishes around remaining independent with reducing risk. This meant staff did not encroach on people’s independence or de-skill them, whilst still helping them to keep safe.

The provider 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. People’s care plans detailed where they had specific medical conditions and how these presented in everyday life. Staff had a good knowledge of recognising when people’s needs were changing and the appropriate action in response. The registered manager analysed care call times and care records. This helped them to identify when people’s needs were changing and their care required adjusting.

The provider did not always effectively promote the wellbeing of their staff. Some staff we spoke to told us about communication issues with senior staff based in the office. They said they were not always sensitive to their needs and requests, specifically in relation to covering care calls when staff had previously declined these shifts. Some staff felt they were not listened to by senior staff and this affected their wellbeing at work. The registered manager had recognised and was addressing feedback from staff. They had put additional training in place to improve engagement between care and senior staff. This demonstrated the registered manager was aware of issues and was working to make changes to improve staff’s experience.