Eyam Domiciliary Service 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. At our last assessment we rated this key question good. At this assessment the rating has changed to 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 95 (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’s approach to kindness and compassion was exceptional. Staff consistently demonstrated empathy, respect and understanding, and this had a profound impact on people’s confidence, emotional wellbeing, independence and ability to remain connected with the people and activities that mattered most to them.

Staff consistently demonstrated exceptional levels of kindness, empathy and compassion, and people told us this had a significant and positive impact on their wellbeing, confidence and daily lives. The provider created a culture in which dignity and emotional connection were central to care, and this was reflected throughout people’s experiences. One relative shared, “EDS have been there every step of the way. They have also been a huge support to me as well as [name].” Such feedback demonstrated how compassionate care extended beyond the person receiving support and positively affected family members too.

Several people told us staff had a deep understanding of their routines, communication styles and personal histories, which helped them feel recognised as individuals, rather than tasks to be completed. One relative explained how staff sensitively wrote entries in a person’s diary to reduce anxiety and provide reassurance, which helped the individual who was living with dementia, feel more secure and in control of their day. Another shared, “We have regular carers who are absolutely excellent with [name], they know just how to persuade [them]” and “EDS have been there every step of the way, stepping in every time we have a crisis. They have also been a huge support to me as well as [name]”. This personalised approach helped maintain the person’s dignity, emotional stability and quality of life within their home.

The impact of staff kindness was also evident in the trusting relationships formed. People told us they looked forward to seeing familiar carers, describing them as “familiar faces they trusted,” which helped reduce loneliness and promoted emotional wellbeing. There were numerous examples of staff going above expected duties in ways that had life‑enhancing impact. For example, when a person wished to attend a family wedding, staff worked closely with them to make this possible. The family described the support as, “Brilliant,” adding that attendance “wouldn’t have been possible” without the dedication of the carer. This demonstrated how staff’s kindness and commitment directly enabled people to experience important life events, maintain family relationships and preserve their sense of identity and belonging.
 

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 unique strengths, abilities, aspirations, culture and backgrounds and protected characteristics at every stage.

People, relatives and staff shared numerous examples illustrating how protected characteristics such as age, disability, gender identity, religion and culture, were not only respected but actively integrated into care planning. Care plans were highly personalised and detailed, capturing people’s life experiences, backgrounds, routines, and aspirations. This ensured staff could build meaningful relationships and deliver support in ways that felt familiar, comfortable and genuinely aligned to who the person was.

A clear example of the provider’s inclusive and anticipatory practice was seen when an enquiry was received for a non‑binary individual. Leaders quickly recognised that existing documents did not include pronoun options needed to support the person respectfully. Rather than waiting for the assessment, they proactively sourced guidance from nationally recognised resources and adapted their documentation in advance. This ensured the individual would be addressed correctly and feel safe, respected and understood from the very first contact. This approach demonstrated a culture where equality, identity and personal comfort were seen as essential, not optional, components of high‑quality care.

Feedback from people and their relatives consistently reflected the impact of this personalised approach. People told us they felt valued, listened to and seen as individuals rather than as a set of care needs. Relatives described how staff took time to understand personal routines and preferences, and how this helped maintain dignity, confidence and emotional wellbeing. Many told us the service had “definitely met their needs,” with several highlighting how the provider’s sensitive and individualised support had helped maintain independence, identity and a strong sense of self.

The provider’s organisational commitment to equality, inclusion and diversity was evident throughout the service. Staff received clear guidance and support to work in inclusive, person‑centred ways and were empowered to challenge assumptions, adapt care approaches and ensure every interaction respected the individual. Leaders modelled best practice, responded promptly to emerging needs, and ensured systems and documents evolved to meet the needs of the diverse community they supported.
 

The provider supported people to maintain their independence and ensured they had choice and control over their care. People told us staff respected their rights and encouraged them to make decisions about their daily routines and the support they received.

Care plans were person-centred and included information about people’s abilities, preferences and what was important to them. Staff worked with people to understand how they wanted their care to be delivered. One relative told us, “[Name], a very private person, started to need help 4 years ago. To stay in their own home, they needed support with washing and cooking meals. The staff cared for them and worked out how best to meet their needs in a way that suited them.” This showed staff took time to understand people’s wishes and supported them in a respectful way.

People said staff offered choices and encouraged them to remain as independent as possible. This included prompting decision making and giving people time to do things for themselves.

The provider was a strong advocate for people to be able to arrange their own support and prioritising what was important to them. Direct Payments were promoted as a way to achieve this. Direct Payments are council-funded cash payments from a Local Authority (LA) for people assessed as needing social care, allowing them to buy their own support rather than receiving arranged services. The provider described regular challenges, where some external teams lacked an understanding of Direct Payments, resulting in clients being incorrectly advised that they could not choose the service for short‑term or post‑hospital care. Staff took time to explain people’s rights clearly, enabling them to challenge misinformation and proceed with their preferred care arrangements. This helped people understand how these could give them more control over who provided their care and when. Leaders promoted people’s rights to make informed choices about their care, including how their personal budgets were used. People consistently experienced care that was shaped around their preferences, their priorities and their decisions.
 

The provider responded promptly when people’s circumstances changed. People, relatives and staff gave examples showing staff acted in a timely and caring way to ensure support was adjusted when needed.

People were supported by a consistent team who knew them well. Relatives said this helped staff quickly notice changes in people’s health or wellbeing, which made people feel safe and reassured.

Care packages were flexible and adjusted when people’s needs changed, helping prevent issues from escalating. Staff followed clear escalation procedures, communicated with senior staff and external professionals, and ensured timely responses to urgent situations.

Leaders reviewed support regularly and adapted visit times or levels of care in line with people’s preferences. One person told us their visit times had been adjusted when their health fluctuated, reflecting the provider’s commitment to maintaining independence while delivering responsive care.
 

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.

Staff wellbeing was at the heart of the provider’s caring culture, and this had a direct, positive impact on the kindness, compassion and consistency people experienced. Staff repeatedly told us they felt highly valued, supported and appreciated.

Mentoring for new recruits helped ensure they did not feel isolated in their first weeks. New staff were supported through shadowing and mentoring, helping them feel reassured and competent from the outset. Staff told us this level of support helped them provide calm, confident and compassionate care to people.

The provider had implemented a ‘Culture Lead’ to support internationally recruited staff. This role bridged cultural differences, provided guidance from someone with lived experience, and helped staff feel understood and welcomed. This commitment to inclusion strengthened staff confidence and belonging, which enhanced the warmth and understanding they showed the people they supported.

Staff achievements were celebrated frequently. These gestures helped staff feel proud of their work and motivated to continue delivering high quality, caring support. One staff member shared, “Our hard work never goes unnoticed. We feel appreciated, and that helps us give our best to clients every day.”

The provider also offered wellbeing initiatives such as quarterly wellbeing calls, providing a safe space for staff to speak openly and confidentially. Staff told us these “check ins” strengthened trust in the leadership team and helped them feel emotionally supported, enabling them to be more emotionally present and compassionate in their interactions with people.

A staff member who had joined from another provider shared, “It has been a wonderful journey. I was supported from the start and now feel completely part of the culture and ethos. The regular wellbeing calls show management care about us, and it boosts morale. It helps us maintain high standards for clients.”

These examples demonstrated how the provider’s dedication to workforce wellbeing created a team that felt respected, valued and emotionally supported. This directly helped them truly provide consistent person-centred care to people using the service.