Belong at Home Domiciliary Care Agency - Wigan & Southport

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 outstanding. At this assessment the rating has remained. 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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

We received consistent positive feedback from people who were in receipt of care. A relative said, “I know the system sometimes with care agencies with staff members that do not care, but these members of staff really do.” A person using the service said, “We have such a good rapport and chat away to each other about our families and other things.”

People told us the staff were enthusiastic, genuinely cared and they used humour well. People explained how the staff went out of their way to make them feel “glamorous” by blow drying their hair and “pampering them.”

Leaders had systems and processes in place which allowed them to monitor whether people were being treated with kindness and compassion. They completed regular spot checks, completed audits of the daily notes and observations being completed, completed supervisions and appraisals with staff, ensured there were regular reviews of care with people and/or their loved ones and provided other forums for people to give feedback such as surveys.

Staff were asked what they liked about their roles and all described their compassion and dedication to the people they supported. A staff member became emotional discussing how they felt privileged to be in the role.

It was evident from speaking with staff and people that they had developed positive relationships. Staff genuinely enjoyed spending time with the people they supported.

We observed reviews of care provided. A relative stated, “We have been extremely pleased with the care given to our [relative] over the last few months. Each and every member of staff was patient, kind, attentive and understanding with [them] at all times. [They] enjoyed seeing the staff every day and had many a laugh and a joke.” A further relative said, “[Staff member] has a calm, friendly manner that immediately puts my [relative] at ease, and it’s clear [they] truly care about building a positive connection…The consistency, professionalism, and kindness shown have given our family real peace of mind. I would happily recommend this team to anyone looking for thoughtful, person-centred support for a loved one.”

Professionals also provided positive feedback about the care provided. The provider evidenced an email from a relative which stated how the district nurse was impressed with the progress a person had made under the care of the provider.

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.

The service demonstrated a truly person-centred approach, consistently treating people as individuals and placing their identity at the heart of care delivery. People’s care records included a detailed ‘personal identity’ section, which explored aspects such as sexuality, religion and cultural preferences, and clearly outlined how these may influence their care and support needs. This ensured staff understood what mattered most to people and could respond sensitively and respectfully.

The provider ensured care records reflected a holistic understanding of each person’s life. Detailed life histories captured people’s previous jobs, significant relationships and places of importance. This was complemented by ongoing documentation of people’s routines, preferences, dislikes, hobbies and interests, which were regularly updated as staff built relationships with people. For example, one person’s love of travelling with their spouse was clearly recorded, enabling staff to have meaningful conversations and reminiscence.

Staff demonstrated a detailed understanding of how to tailor care to meet people’s preferences and life histories. A staff member described supporting a person with highly structured routines due to their background. By working closely with the person to understand their expectations, staff were able to adapt care delivery, resulting in improved satisfaction and wellbeing. Similarly, a person who had previously worked night shifts and preferred a later routine, visits were thoughtfully scheduled later in the day to respect their lifestyle choices.

People had access to the care villages and therefore had access to creating meaningful opportunities in relation to spiritual support, as they held religious services led by priests.

The service actively promoted the involvement of families and loved ones, recognising their importance in people’s lives. People were supported to maintain and develop relationships, and the provider worked collaboratively with relatives to ensure care was delivered as a joint and inclusive process.

Staff showed a strong commitment to enabling people to pursue their interests and remain active members of their community. With support from leadership, staff arranged for a person to attend a local rugby match and facilitated a meeting with their favourite players, demonstrating a willingness to go above and beyond to create meaningful experiences. Another person was supported to attend mass regularly, ensuring their religious needs continued to be met.

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.

The provider demonstrated a strong and consistent commitment to promoting independence, choice and control, ensuring people remained at the centre of all decision making. They recognised that people's needs and preferences could vary overtime and offered flexibility in care delivery enabling people to adjust the days and times they received support in line with their changing lifestyles.

A culture of positive risk taking was embedded across the service, empowering people to maintain control over their lives. For example, 2 people with reduced mobility and high risk of falls were supported and encouraged to attend a Christmas event hosted by the provider, despite initially feeling unable to do so. Both people attended and continued to speak positively about the experience for months afterwards, highlighting the meaningful impact of this support.

Staff demonstrated a proactive approach to restoring confidence and independence. A person, whose confidence had significantly declined following the COVID-19 pandemic, was supported to gradually and sensitively expose themselves to anxiety provoking situations. With consistent encouragement the person made significant progress and was now actively engaging in community-based activities and independently walking their dog.

Care records were highly personalised and clearly reflected people's individual preferences, ensuring their voices were central to care delivery. For example, guidance such as “Please ask me if I would like a shave” and “I prefer to have a shower on Friday mornings” ensured staff respected daily choices. All the records included detailed preferences, such as how a person liked to dress, their enjoyment of music during mealtimes, and exactly how they preferred their hot drinks to be prepared. This level of detail supported staff to deliver care that was truly tailored to everyone.

People were actively involved in decisions about who supported them. The provider asked for people’s views during initial assessments and ongoing reviews to ensure compatibility between staff and those receiving care. Choice was further enhanced through accessible information. People were offered the option to use an electronic application to view their schedules and care information. Where this was not preferred, the provider made reasonable adjustments by supplying printed rotas and care documentation.

Staff consistently respected and adapted to meet people's preferred routines. For example, one person who preferred to remain in bed until late morning was supported to take their medication in bed, with visit times adjusted accordingly. Staff also encouraged people to make everyday choices about their clothing, meals and activities, reinforcing autonomy.

Even where the provider was not directly responsible for certain aspects of care, such as eating and drinking, care records still captured detailed preferences. This ensured a holistic approach, where all aspects of a person's lifestyle and choices were understood and respected.

The provider was exceptional in how they 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.

The provider met people’s immediate needs, with equal emphasis placed on psychological and physical wellbeing. Comprehensive risk assessments included consideration of people’s emotional heath, such as changes in confidence or mood. Staff recorded detailed daily observations, including people’s psychological presentation, which were actively reviewed by leaders through auditing and monitoring systems. The electronic care system further supported effective communication, enabling staff to share timely handovers and escalate concerns such as signs of distress, discomfort or changes in behaviour.

Staff responded promptly and appropriately to emerging risks, ensuring people’s safety was always prioritised. For example, when a person expressed suicidal thoughts, staff acted immediately by escalating concerns to the office and leadership team and informing the family members without delay. The provider demonstrated flexibility in response, including increasing visit times and frequency, ensuring the person received enhanced support tailored to their needs.

Staff showed competence in managing people’s urgent physical needs. For example, a staff member recognised signs a person was about to fall, describing how the person became unsteady, flushed and clammy. They acted swiftly to support the person safely to the floor, remained with them, and contacted the office and relatives to ensure appropriate follow up care was provided.

The provider was proactive in identifying and responding to individual needs to reduce distress and improve outcomes. For example, a person living with dementia became anxious when unable to recall staff names. The provider created a personalised resource with photographs and names of carers, which reduced anxiety and provided the person with reassurance.

Staff showed vigilance and professional curiosity. In one instance, staff identified a change in a person’s skin tone and promptly advised family to seek medical attention which led to a diagnosis and urgent hospital treatment, demonstrating how timely intervention led to positive health outcomes.

Staff also demonstrated compassion and professionalism in highly sensitive situations. A healthcare professional commended a staff member for the calm and respectful response following a person’s death, highlighting how they preserved the person’s dignity and remained with them providing compassion until appropriate arrangements were made.

People and their relatives consistently described staff as being highly attentive, with one relative stating “They leave nothing to chance” and “escalate concerns appropriately.”

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

The provider maintained their commitment to paying all colleagues at the rate of the Real Living Wage or above which applied to all colleagues regardless of age.

Staff had access to a support service which provided them with various channels of support including discount cards, webinars for financial management, counselling and talking therapies, menopause support, advice about speaking out at work and information on the provider’s vision, values and leadership codes of practice. The service also had 2 allocated mental health first aiders who were trained to provide mental health support, respond to crisis and signposted to appropriate services if required.

The provider had a staff wellbeing calendar which they adhered to. In April 2026, for example, the focus would be on stress awareness with s particular focus on understanding stress in care, spotting burnout and promoting the services available.

Staff told us there was opportunities for them to develop professionally. We saw evidence of staff completing national vocational qualifications (NVQ’s) and some staff being prepared for leadership roles.

Staff had access to a wellness suite within the village which they could attend for down time. The office was accessible to all staff and was normally manned. The provider had a wellness application on people’s work phones which they could use to provide feedback on their day with any negative responses being responded to by senior management.

The provider regularly shared wellbeing ideas within their newsletters and social media posts. For example, a recent post emphasised the importance of ‘looking after your wellbeing’ and reiterated the importance of sleep, food choices, drug and alcohol use and advice on understanding their triggers. A further post provided detailed information about ‘living with grief’ which was apt in the role the carers had.

The provider had a great emphasis on recognising staff’s achievements. They were nominated for and attended numerous award ceremonies. The team were awarded ‘team of the year’ at the starts of social care awards and were shortlisted for end-of-life award 2025 at the regional care awards. The staff members also receive individual accolades including being the winner of the compassion in care award and another staff member winning the home care worker of the year.

The provider took staff safety seriously and had a lone working policy and guide available which staff adhered to.