Lillie-Rose Home Care

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 service involved people and treated them with compassion, kindness, dignity and respect. This was the first inspection for this service. This key question has been rated outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 consistently treated people with exceptional kindness, empathy and compassion and respected their privacy and dignity. The management team and staff treated people, each other and colleagues from other organisations with kindness and respect.

People told us staff took time to chat with them and were kind. One relative told us how the care staff engage with them and their loved one. They are all kind caring and respectful and have a bit of fun with [relative] as well. Christmas morning staff came in with Santas hat on and were full of the joys of spring, I was feeling tired and it was so uplifting and lifted my spirits as well.”

We saw many examples of where the team had gone above and beyond and demonstrated the highest levels of kindness and empathy. For example, 2 people who had a long-term friendship but were unable to visit each other independently were regularly supported to meet up facilitated by the Lillie-Rose team who organised transport and surprise activities and even small gifts on special occasions. The provider took every opportunity to implement their “surprise and delight” initiative to improve people’s quality of life and wellbeing and demonstrate their kind and caring approach to people.

Partners had no concerns regarding how staff treated colleagues from external organisations. One person said, “I have always found the staff at Lillie-Rose work well with me.”

The provider paid great attention to detail when assessing and planning care and treated people as individuals. They made sure people’s care, support and treatment met their individual needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Care plans contained detailed information about people’s personal histories and backgrounds and included talking points for staff that would be of interest to the person to support meaningful conversation during care visits and supported people and staff with getting to know each other. Care plans reflected that people’s care and support met people’s individual needs and preferences and was carefully tailored to them.

People and relatives had no concerns about the provider and staff treating them as individuals and felt people’s care effectively met their needs and preferences as individuals. Relatives spoke passionately about the value their loved one’s care had and that care was centred around them as individuals, and they understood people’s differences and personalities. One relative described the care their loved one received and said, “It’s the little things that make it good.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment, and wellbeing.

Care plans evidenced the provider involved people and those important to them in choices about their care and support. The provider sought input from external professionals to support with equipment that supported people to remain as independent as possible. The provider also considered when people had regained skills and required less support to be independent.

Staff were able to describe what action they took to promote people’s independence and choice and control of their care. One staff member told us, “We listen to the client’s needs and wishes, and we involve the client in discussions. We can ask them what clothes they would like to wear, what dinner would they like, offer a choice.”

The provider listened to and had a comprehensive understanding of people’s needs, views and wishes. Staff responded effectively to people’s needs in the moment and acted to minimise any discomfort, concern or distress and provided practical and emotional support.

We saw examples in daily records where staff had carried out additional tasks outside if scheduled call times and well-being visits for people if there were concerns. For example, one person who had been discharged from hospital, received an unscheduled visit, which the provider did not charge them for. The staff member had visited to see how they were after their stay in hospital and reassure them about providing extra help with organising some paperwork. The carer noted, “It was so lovely to see [name] and they really appreciated I had taken the time to check in.”

People and relatives told us they felt confident and comfortable with the care received and that the provider understood people’s needs and responded to those needs in the moment. One relative told us they felt staff knew their relative well and said, “They [staff] are very proactive.”

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The care staff and management team gave numerous examples of action taken to support the well-being of staff and staff gave consistent feedback of feeling supported and happy at work. We saw evidence which included robust out of hours support using staff who knew the care staff and people well, regular staff supervision meetings, an employee assistance programme, and appropriate policies including a lone working policy and flexible working policy.

Staff received support and guidance after any incidents from the management team. They provided staff with opportunities for additional learning and development and supported staff with different learning styles including staff who identified as being neuro-diverse.

The provider recognised that lone working could be isolating for staff and operated an “open door policy” at the office so staff could pop in for a chat. One staff member told us, “We do have an open-door policy where staff can come to the office anytime in service hours – 7am to 10pm - to discuss their concerns including weekends and holidays.”

The provider equipped staff to support their safety and provided. Personal alarms, safety equipment to cylists and promoted walking and cycling for work to support people’s health. The director told us, “We follow up with staff if they haven’t logged onto the system and ask, “are you safe” to make sure they are ok.”