Lexrae Support 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

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 newly registered service. This key question has been rated Outstanding.

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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity.

People told us staff were kind, caring and supportive, and they encouraged them to take part in the activities and routines they enjoyed. Individuals expressed they felt happy with their living arrangements and appreciated staff’s warm and respectful approach. One person who used the service told us, “The staff are very nice to me.” A relative told us, “The staff’s approach is absolutely lovely.” Another relative said, “I can’t fault the staff, they are fantastic.”

Conversations with staff demonstrated a strong sense of passion and commitment to the people they supported. Staff spoke with genuine enthusiasm about their roles and described the positive relationships they had developed with individuals and we observed this. They consistently demonstrated an understanding of people’s needs, preferences and personalities, and were motivated to help them live meaningful and fulfilling lives. A relative told us, “The staff are very good. I am able to work with them, so they understand [person’s name] care needs.”

Staff were able to clearly describe how they supported people’s privacy and dignity in all aspects of their daily care. For example, this included ensuring personal care was carried out discreetly, knocking on doors before entering rooms, and giving people space and time to make decisions independently. Staff understood the importance of offering support sensitively and empowering people to maintain as much independence as possible. A relative told us, “[Person’s name] is always treated with dignity. They are always clean and tidy.”

People told us they felt listened to, and staff took their views seriously and acted on their wishes.

Staff told us there was a strong culture of kindness within the service, and all said they would be more than happy for their own loved ones to receive care from Lexrae Support Ltd if needed. They expressed pride in the service and stated they would highly recommend it to others.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People were treated as individuals, with care tailored specifically to their circumstances, goals and choices.

Support plans and risk assessments were detailed, clear and individualised, reflecting each person’s unique needs, strengths and aspirations. This demonstrated staff understood people’s routines, preferences, communication styles and the support required to promote independence and wellbeing. Documents were pictorial, bright and clear to enable people to engage with their care planning. This enabled people to understand and be involved in developing their support plan. Information was regularly reviewed to ensure it remained accurate and reflective of people’s changing needs. People told us about their daily activities and partaking in things that brought them enjoyment.

Discussions with people and the review of support plans confirmed care and support were specific to the individual. For example, people were supported to continue with further education, have employment opportunities, practice their religious faith and engage in social activities of their choice.

Discussions with staff showed they had a strong knowledge of the people they supported, including their interests, health conditions, behaviours and personal histories. Staff were able to describe how they adapted their approach to meet each person’s needs, ensuring support was delivered in a way that was respectful, responsive and meaningful to the individual.

Staff demonstrated awareness of cultural preferences, dietary requirements, communication styles and values that were important to individuals, ensuring care was delivered sensitively and respectfully.

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

People were consistently empowered to make informed decisions and to lead the lives they wished. For example, we reviewed a range of support plans which identified individuality with regards to their specific needs, lifestyle, culture and what a good day looked like. A range of systems, practices and communication tools ensured individuals were supported to understand information, express their wishes and remain in control of their daily lives.

Staff provided people with access to personalised communication aids, tailored to their individual needs. This included pictorial tools, communication cards and the use of Makaton. For example, one person, together with their close relative, created a video for staff demonstrating how best to use Makaton to communicate with them. This provided joint working with the person and their relative to support staff how to communicate with them. These tools enabled people to be active partners in their care planning and everyday decision‑making. Staff also described specific phrases a person used to communicate their needs, and we saw these clearly documented in their support plan.

People were supported to maintain independence in all aspects of their personal care. Support plans identified the areas where individuals required assistance, and staff were able to explain how they sensitively encouraged and prompted people to develop and maintain their skills.

Strong social connections were promoted. People told us they remained in regular contact with family and friends, and relatives confirmed they could visit freely. This helped people sustain meaningful relationships that were important to them.

People were supported to be active members of their local community. Staff enabled individuals to access local amenities, attend events and participate in activities that were personally meaningful. These entailed swimming, visits to the summer fayre, and shopping, amongst others. One person had a particular interest in a sport and the registered manager explored with the person the possibility of them attending an event. Staff worked with individuals to identify activities that brought enjoyment and ensured the right support was in place for them to participate safely and confidently. A relative told us, “The staff try their best and provide [person’s name] with some enjoyment.”

People had opportunities to take part in both individual and group holidays. One person told us they hoped to visit Blackpool and felt confident staff would support them to achieve this. They also told us they attended college and had a part-time job. Staff supported people to develop new skills and, where appropriate, explored educational or employment opportunities.

We observed people accessing the provider’s office, where they could engage with their peers and participate in organised activities. People’s artwork was proudly displayed in the corridors, demonstrating an environment that valued creativity, individuality and personal expression.

People experienced exceptional levels of independence, choice and control. The service’s strong commitment to personalised communication, meaningful engagement and opportunities for growth enabled individuals to lead fulfilling, self‑directed lives.

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.

Staff demonstrated a strong understanding of each person’s specific health, emotional and behavioural needs, enabling them to identify changes promptly and provide the right support at the right time.

The review of training records and discussions with staff evidenced they were skilled at recognising when a person was upset, distressed or feeling unwell, particularly important for individuals who were unable to verbally communicate how they were feeling. Staff used their knowledge of people’s usual presentation, behaviours and body language to identify subtle changes and respond appropriately.

Support plans provided clear, detailed guidance on the actions staff should take if a person began to show signs of illness or distress. This ensured staff were confident in responding quickly, following agreed procedures and seeking medical assistance when required.

People also had access to communication systems and tools that enabled them to express how they were feeling, supporting staff to understand their needs and respond accurately. These tools were tailored to individual abilities and preferences, ensuring everyone had a way to communicate their immediate concerns.

Relatives told us staff were prompt in obtaining medical intervention when needed and always kept them informed of any changes to their loved one’s health. This promoted transparency, reassurance and trust between the service and families.

Staff demonstrated a good understanding of potential triggers for behaviours of distress. One staff member explained the specific triggers affecting an individual and described the proactive techniques used to redirect the person, reduce anxiety and prevent escalation. This showed a thoughtful, person‑centred approach to managing immediate needs and maintaining emotional wellbeing.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The registered manager promoted a positive working environment where staff wellbeing, professional development and emotional resilience were prioritised.

Staff had access to regular one‑to‑one supervision sessions, which provided structured opportunities to reflect on their practice, discuss challenges and identify development needs. Regular team meetings fostered open communication and enabled staff to share ideas, raise concerns and contribute to service improvements. In addition, staff had access to a counsellor for emotional support, helping them to maintain their wellbeing. Additionally, staff also had access to a Human Resources Welfare Officer.

The registered manager demonstrated a strong understanding of staff members’ individual needs and made supportive adjustments where required. For example, shifts would be adjusted to enable staff to practice their religious faith. This flexible and person‑centred approach enabled staff to feel comfortable expressing their opinions and experiences. Staff consistently described the registered manager and wider leadership team as approachable and supportive, fostering a culture of trust and openness.

Where staff required additional support, the service provided ad hoc training, mentoring and guidance from more experienced colleagues. Staff training was delivered in various formats, such as, face to face, team calls, or provided with detailed handouts. This ensured staff felt confident in their roles and were able to continuously build their skills and knowledge.

Staff told us they felt listened to, respected and valued. They reported the registered manager took their views seriously and acted on feedback where appropriate. One staff member told us, “Registered manager and the other managers are lovely. I can’t fault them.” This positive culture contributed to high morale, strong teamwork and a shared commitment to delivering high‑quality care.