Dana 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 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 remained 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.

Staff interacted with people in a calm and respectful manner. Observations showed staff responded promptly to requests and adapted communication to meet individual needs, including the use of gestures and visual prompts. Care records outlined people’s preferences, cultural needs and routines, which were reflected in day-to-day care delivery.

People spoke positively about their experiences. One person said they “love it here” and described staff as approachable and supportive. Another said "Staff are nice." People confirmed staff listened to them and took action when concerns were raised. Staff maintained people’s dignity during personal care by providing reassurance, using discreet communication and supporting individuals to maintain independence in daily activities.

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 strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Care plans contained detailed, personalised information about people’s routines, preferences and backgrounds. Staff gave examples of people’s daily routines, communication styles and preferred activities in detail, including how these informed day-to-day care. For example, staff explained how structured routines, visual prompts and personalised activities were adapted to support communication and reduce anxiety. Records included information about people’s cultural and spiritual needs, including maintaining links with places of worship and personal interests.

Staff demonstrated an understanding of people’s individual needs in practice. Observations and staff feedback showed care was adapted to reflect people’s preferences and abilities, including supporting independence with daily living tasks and tailoring support during personal care. Staff recognised non-verbal communication and used this to respond appropriately to requests, ensuring care reflected each person’s choices.

People and those close to them were involved in planning and reviewing care. Records and staff feedback showed families and advocates contributed to decisions, particularly during transitions and when needs changed. Transitions into the service were planned and implemented gradually, with regular communication to reduce anxiety and ensure care reflected individual preferences from the outset.

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

Care records and observations showed that people were involved in decisions about their daily lives. Staff offered choices in ways that reflected how people communicated, including the use of visual prompts, social stories and simplified information. This approach ensured people could express preferences about meals, daily routines and activities. Staff explained how they adapted options based on individual preferences and past choices, rather than offering generic alternatives.

Staff supported people to maintain and develop independence in day-to-day activities. Daily records indicated people were encouraged to complete tasks such as meal preparation, household activities and personal care at their own pace, with staff providing guidance only where needed. This promoted confidence and reflected people’s strengths and abilities. Observations confirmed staff respected decisions even where people chose not to engage in planned activities.

The provider involved people and, where appropriate, their families or advocates in care planning and reviews. Feedback confirmed people’s views informed how care was delivered, including during transitions and when needs changed. Staff demonstrated an understanding of people’s rights, including supporting access to community activities, education and relationships. Care records and staff feedback showed people were supported to maintain contact with family and engage in activities they valued. Staff used accessible communication methods to support people to express preferences and make decisions about their daily 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 how they interpreted verbal and non-verbal communication, including recognising gestures that indicated when a person required support with personal care or was experiencing discomfort. Observations and staff feedback showed staff acted without delay, providing reassurance and adjusting care based on individual responses.

Staff had a clear understanding of how to manage changes in risk and wellbeing. They described appropriate actions in response to incidents, including checking for immediate danger, seeking assistance, contacting emergency services where required, and informing managers. Staff recorded these events and monitored ongoing concerns, including escalating health issues to external professionals when necessary.

People confirmed staff listened and responded when they needed support. Care records and staff feedback also showed staff adapted routines and support approaches to reduce distress, including using familiar activities, structured routines and personalised strategies to maintain comfort and wellbeing.

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

Staff spoke positively about the support they received from managers and colleagues. Feedback indicated that staff felt well supported in their roles, with access to regular supervision, team meetings and open communication with managers. Staff described managers as approachable and responsive, and said they were able to raise concerns or seek advice when needed. Records confirmed that supervision, appraisal and competency assessments were completed, supporting staff to reflect on their practice and develop their skills.

Training and induction processes prepared staff to deliver care effectively. A care worker told us, "The induction was great." Staff had ongoing training that supported them to understand what people required, including communication and behaviour support. Rotas showed that training was incorporated into staffing arrangements, enabling staff to maintain competency while continuing to deliver care. Staff demonstrated confidence in their roles, including responding to incidents and escalating concerns appropriately.

The provider promoted a positive team culture. Staff gave examples of working collaboratively and supporting each another during shifts. Where staff required additional support, managers made adjustments and provided guidance to enable them to work safely. This approach enabled staff to maintain consistent relationships with people and deliver care in line with individual preferences and needs.