Newgencaregroup (Dorset)

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 newly 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

The provider had established effective systems and processes to ensure staff focused on building and maintaining open and honest relationships with people and their families, friends and others important to them. People were treated with kindness, compassion and dignity. People were cared for by the same familiar staff who they liked.

Staff spoke about people respectfully and with kindness. Staff were aware of the importance of respecting people’s privacy and dignity and ensuring they were comfortable with the care and support provided. A staff member commented, “The focus is on giving proper, respectful care not just getting tasks done quickly. Nobody's left rushing around or cutting corners.”

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.

The provider established processes to ensure people were supported in a way that respected their individuality, with care plans reflecting their personal routines, preferences, hobbies and relationships. Staff promoted independence, choice and control in day‑to‑day support. Records showed that person was offered meaningful choices about their routines, such as personal care or meal preferences, outings, and the timing of visits. Staff used real‑time running logs to stay aware of people’s preferences and any changes, helping ensure care remained tailored and consistent. Staff demonstrated an understanding of what mattered to people. A member of staff told us, “I always ask what people want and respect their choices, even if it's something small like how they like their bed made or what they want to watch on telly. It's their home and their life at the end of the day.”

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

The provider ensured people were supported to have as much choice and control as possible in their lives and kept them informed about any changes to their support. This included people’s preferences in relation to the staff who provided their support. Staff knew person they supported well and encouraged them to maintain and develop their independence. A member of staff told us, “We always encourage people to do as much for themselves as they're able to whether that's getting dressed, making a cup of tea, or just moving about. It's about supporting them, not doing everything for them.”

The provider stablished systems to ensure people were supported to maintain and develop their relationships with those close to them, their social networks and community. Staff demonstrated a good understanding of people’s social needs.

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.

The provider established systems and processes to ensure people’s support plans contained person-centred guidance for staff on how to meet people’s emotional needs including details of the different levels and triggers for people’s distress and the action staff should take. This meant staff had information to identify when they needed to intervene to prevent or reduce the likelihood and impact of distress.

Records showed staff were responsive to people’s needs during visits. Records showed staff recognised changes in the person’s mood, comfort or health and responded appropriately. Where concerns arose, staff took action to minimise distress and escalated issues when needed.

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

The provider supported staff wellbeing and recognised its importance in delivering caring domiciliary care. Staff had opportunities for supervision, feedback and open discussion. The provider had an ‘employee of the month’ rewards system accompanied with a gift as a recognition of a good performance.
All staff confirmed they felt supported and appreciated by the provider and the management team. Staff felt valued, listened to and had access to support if they needed it. A staff member told us, “I feel supported through teamwork, communication, and encouragement from the management.” This helped staff feel confident, valued and able to deliver person‑centred care.