Gary Care 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

Caring – this means we looked for evidence that the service 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 75 (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. Staff treated colleagues from other organisations with kindness and respect. People and their relatives consistently described staff as caring, friendly and genuinely interested in those they supported, which helped build trusting and positive relationships and gave people confidence in the care they received.

The provider actively supported staff to embed caring values into their roles. Staff spoke respectfully about people and supported them to make choices about their care. A family member said, “[Staff] are not just carers, they’re buddies. They make [person] feel great and he’s got people around who genuinely care.” Records showed care was delivered in a way that respected people’s privacy, individuality, dignity and human rights. Staff told us the registered manager reinforced these values through regular supervision and staff meetings to ensure consistent, high-quality care.

Staff were respectful and sensitive at all times, particularly when supporting people with personal care. They ensured people felt comfortable, listened to and in control, adapting their approach to individual needs.

Care was highly person-centred, with staff paying close attention to the small details that made a meaningful difference to people’s lives. This included supporting personal routines, hobbies, preferred clothing and maintaining important family connections. Staff also went above and beyond to support people to visit places of interest and to recognise and celebrate life milestones which significantly enhanced people’s wellbeing and quality of life.

The provider ensured staff were treating people as individuals, ensuring that care, support and treatment fully met each person’s needs and preferences. Staff took account of people’s strengths, abilities, aspirations, culture, unique backgrounds, and protected characteristics, delivering highly personalised care.

Care plans contained detailed information about people’s life histories, preferences, likes and dislikes. People were supported to express their needs, beliefs and choices, enabling staff to provide care in a respectful and dignified manner. A person spoke highly of the staff and praised them respecting their need for privacy and personal time. They told us, “[Staff] give me space and time to be on my own. I am happy with that.” People consistently reported that staff met their social, cultural and religious needs and supported them as individuals.

Staff received training in equality, diversity and inclusion, including cultural awareness and unconscious bias, which helped them reflect on how their own beliefs could influence care. People confirmed that staff provided care without discrimination. The provider and registered manager demonstrated inclusive behaviours and a zero-tolerance approach to discrimination, making reasonable adjustments to support people and staff and promoting wellbeing for all. Records of staff training showed they followed specialist guidance in supporting the person with their individual needs.

The provider was good at promoting people’s independence, ensuring they understood their rights and had choice and control over their care, treatment and wellbeing. People were supported to develop and maintain their abilities as far as possible, with the registered manager involving them in care planning and ensuring their preferences guided how needs were met. People were also supported to maintain important relationships and build meaningful networks. Healthcare professionals and family members confirmed the impact of the support provided to promote the person’s independence, choice and control. The person reported significant improvements in their life, having been previously confined to their home for years. They were now able to go out and undertake various activities and try new things to enrich their lives.

Staff encouraged people to develop new skills such as planning their day to day schedules and retain existing abilities of maintaining personal hygiene, enabling them to carry out tasks independently. The provider ensured sufficient resources, staff expertise, and equipment were available to support people’s participation in community life and activities of their choice, enhancing wellbeing. Family and friends were welcomed, with staff showing flexibility to facilitate meaningful time together. Care records reflected people’s independence, detailing areas of personal care and social activities that people could choose and manage themselves.

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. A member of staff told us, “All staff are key in providing emotional support and encouraging healthy eating and providing motivation for exercise every day.” This has resulted in positive health changes including improved mood. Staff acted immediately to minimise discomfort, concern or distress, demonstrating flexibility and attentiveness. Staff were consistent in responding to people’s needs. As a result, the number of staff providing care has reduced including the incidents to the person. People and their relatives consistently reported that staff were responsive and reliable. People confirmed that staff help them attend appointments and manage their money when need. Staff received up-to-date information about people’s needs and were able to recognise changes in health, taking swift action such as contacting GPs when necessary. People were supported to attend community activities safely and according to their preferences.

The provider implemented creative strategies to help individuals manage anxiety in public, and staff understood how to reassure and make people comfortable during outings, ensuring care remained person-centred at all times. A staff member told us, “We have very good teamwork. All staff are friendly and work collaboratively” Staff understood person’s health needs and knew signs and symptoms when their health started to decline or their mood became affected. Staff responded extremely well and followed specialist guidance, using distraction and breathing techniques to support the person to calm down. This reduced distress, helped prevent escalation of incidents, and enabled the person to feel safe, reassured and supported to regain emotional regulation. As a result, the person’s quality of life had markedly improved, with increased emotional stability, greater enjoyment of daily activities, improved physical health, and enhanced confidence to engage safely in the community.

Staff were trained to undertake their roles and completed training including specialist support technique such as physical intervention, breakaway and trauma-informed care. As a result, staff were confident and competent to respond safely and consistently to people’s needs, reducing the risk of harm, preventing escalation, and ensuring people received calm, dignified and effective support. Staff confirmed seeing improvements in mood, health, community engagement, and reduced incidents.

The provider was good in promoting the wellbeing of staff and supporting them to consistently deliver person-centred care. Staff reported feeling valued, supported and happy in their roles, highlighting that the registered manager provided mentoring, coaching, and actively sought their feedback to improve the service. Communication was open, and teamwork was inclusive and collaborative.

Staff told us they enjoyed their work and that the provider created a supportive environment which encouraged them to remain in employment. Comments from staff included, “[Registered manager] is a caring person who provides a great place to work” and “[Registered Manager] values each team member and ensures we are happy and enjoy our work. That is why most of us have stayed this long.” Some care staff and the clinical lead had supported the person for several years, continuing their care since the service was first registered. This continuity of familiar staff enabled consistent, personalised care and the development of strong, trusting relationships, which led to positive outcomes for the person.

Staff teamwork was described as strong and well-established, with rotas planned to balance skills and strengths. The clinical lead highlighted a positive culture of mutual support, learning, and respect, ensuring the person received consistent, high-quality, person-centred care. They commented, “A happy and supported team directly contributes to satisfied service users. The culture here ensures that no staff member is left to manage alone, promoting consistent, high-quality care.”

The provider prioritised staff wellbeing through flexibility, respect, and recognition, which boosted morale and supported high staff retention. This positive environment enabled staff to feel confident and empowered, delivering compassionate, person-centred care. Staff also praised the registered manager for fostering effective communication and strong teamwork between staff and the people they supported.