Caring with Dignity 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 provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this registered 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 treated people with kindness, empathy and compassion, while respecting their privacy and dignity. People were supported by staff who understood the importance of delivering care in a respectful and sensitive manner. Management carried out observations of practice to ensure interactions reflected the provider’s values and provided guidance where required.

Relatives spoke positively about staff attitudes and the relationships they had built. Comments included, “They are brilliant,” “They are amazing,” and “[Person] face lights up when he sees them.” One relative described staff as, “So caring… they’re like family” while another explained how carers offered reassurance during difficult moments, saying, “If I’m crying and saying it’s all too much for me, they just take over and tell me not to worry.” These examples demonstrated empathy and emotional support alongside practical care.

Evidence indicated that people were treated with patience and respect, with staff maintaining dignity and privacy during personal care. Overall, feedback indicated that caring interactions were embedded in day-to-day practice.

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.

Staff supported people in a way that recognised their personal preferences, routines, strengths and social needs. They were trained and guided to understand people’s individual abilities, and management reinforced the importance of personalised care through regular oversight and support. Staff demonstrated this knowledge in interviews, giving examples of people’s likes, dislikes and the ways they communicated distress or comfort. They also confirmed they always sought consent and ensured privacy to maintain dignity and respect.

Relatives also described individualised approaches. Several highlighted carers adapted their communication styles, joined in family routines and built meaningful relationships. One relative commented, “They join in with the family and are great”, while another said, “They are human and caring”, reflecting how staff respected family culture and personalised their support to fit naturally into people’s daily lives.

Staff used their knowledge to ensure care was delivered respectfully and in a way that upheld each person’s identity and values. This approach ensured people felt understood, valued and supported as individuals.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. The service supported people to maintain as much independence and control as possible. Staff encouraged people to express their preferences about food, routines and daily tasks, and ensured consent was sought before delivering any aspect of care. For example, people were asked what they wanted to eat, which tasks they preferred assistance with, and how they wished support to be delivered. Staff also supported people who communicated non‑verbally by using written methods or adjusting their communication approach appropriately.

Relatives confirmed staff respected people’s autonomy and promoted independence. One relative praised staff for supporting a person to continue living at home safely, saying, “They want [person] to stay at home as long as possible and will try their hardest to help that happen.” Another described how staff gave people confidence by encouraging involvement in decision‑making and adapting routines to ensure people felt reassured and in control. One relative highlighted the flexibility and responsiveness of the team in arranging special occasions, stating carers gave their relative, “A special treat on their birthday” and staff supported their relative to come home from hospital so the family could be together. This demonstrated a commitment to enabling meaningful choice and personal autonomy.

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 explained how they adapted communication for people unable to hear clearly or speak verbally, using written notes to ensure their needs were fully understood and acted upon. People and relatives reported staff were responsive, observant and supportive during moments of distress, and could identify when people needed reassurance, comfort or a different approach.

Relatives gave numerous examples of staff responding quickly and compassionately to emerging needs. One family member described how carers recognised their relatives’ dementia‑related distress patterns and adjusted visit times to better support their wellbeing. Another shared staff regularly phoned with updates and stepped in whenever additional support was needed, saying, “They help and step in whenever it’s needed” and “They phone me regularly to keep me updated”. Staff also described using non‑verbal cues to detect discomfort or pain in people unable to communicate verbally, demonstrating attentive and person‑centred practice. Relatives confirmed this, with 1 stating staff, “Know the signs if anything is going on, like a sore or an infection” and they respond appropriately to keep people safe and comfortable.

The provider supported staff wellbeing through supervision, regular contact and practical assistance. Staff reported feeling supported by the management team who had an open-door policy, with 1 stating they felt valued and had, “No concerns”, while others described a supportive culture in which colleagues helped each other and leaders were approachable and available when needed. The management team attended initial visits to introduce staff to new people using the service, helping to ensure compatibility and establish positive working relationships. They also worked alongside staff where required during day-to-day care delivery and as part of new starter supervision, to provide guidance, oversight and to ensure staff felt confident and appropriately prepared in their roles.

Staff described the environment as collaborative and positive, noting leaders created a culture where people and staff were listened to, and any concerns could be raised openly. One staff member commented the team, “Works well together and there is good communication”, and others described leadership as visible, supportive and proactive. This contributed to high morale and strong team cohesion, which in turn positively influenced the quality of care provided.