Lifeways Community Care Limited (Norfolk)

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.

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

We observed positive staff interaction, staff spoke with people in a calm, friendly and kind way. People looked relaxed in their own flats. A relative told us, “Staff always treat [name] with respect and dignity, they treat [name] very well. [Name] has made more of a life now. All the staff are good, but some are exceptional and do go the extra mile.”

Staff 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 registered manager told us, “A key priority is ensuring all staff recognise and support each individual's unique strengths and aspirations. This is achieved through regularly reviewed Care and Support Plans, which staff are expected to read and understand before each shift. Compliance is monitored by the team leaders or me. Training remains central to our approach, with a strong focus on induction, shadowing, and person-centred care. These efforts ensure a supportive, values-driven culture where both staff and individuals can thrive.”

There were clear policies and procedures to guide staff expectations and reinforce a consistent, person-centred support. Regular supervision sessions and team meetings included reflective discussions, scenario-based learning, and feedback opportunities to improve practice and celebrate progress.

Personalised development plans were in place for staff, aligning their growth with the needs of the people they supported. Performance appraisals provided structured feedback and tracked staff progress.

Staff actively promoted people’s independence, ensuring individuals understood their rights and had control over their care and wellbeing. Staff supported people to do as much as they could for themselves, based on a clear understanding of each person’s abilities.

People were involved in daily decisions, including routines, meals, and activities. Staff used person-centred approaches to support choice, such as simplifying options to avoid overwhelming. One staff member shared, “We support people with dressing, washing, preparing their meals instead of doing for them. We give people choice about their routine like what they would like to wear, eat and drink and where to go. We listen to their preferences.”

Staff also supported people to maintain relationships with family and friends, encouraging visits and participation in shared activities. A relative commented, “When I visit, staff are welcoming. I have to say [name] took to this place very well. When we visit, they [staff] let us have [name] to ourselves. It is very good here and [name] has thrived here.”

This approach fostered a culture of respect, empowerment, and meaningful engagement, where individuals were supported to live with autonomy and dignity.

Staff and the registered manager consistently listen to people’s needs, wishes, and feelings, responding promptly to reduce discomfort, worry, or distress. They were observant and proactive, taking time to understand what mattered to each individual and delivering care in a respectful and compassionate way.

A relative commented, “I cannot tell you what they [staff] have taken off my shoulders. [Name] is now with people their own age. All my family noticed a difference and that [name] has come out of their shell since being there.”

Staff managed health needs sensitively and in partnership with external professionals, ensuring confidentiality is maintained while providing appropriate care.

One person had a health condition that required daily medication, which staff managed effectively. When additional support was needed, the District Nursing team and GP were involved. Staff remained attentive and responsive to ensure the person’s comfort and wellbeing.

This approach reflects a responsive, person-centred culture where individuals feel heard, supported, and safe.

The registered manager actively promoted staff wellbeing and enabled the team to consistently deliver person-centred care. Staff spoke positively about the supportive culture and leadership: They told us, “I would definitely recommend this as a nice place to work, and it proves it as I have not had a day off sick since starting here.” And “The team is really good; I am so pleased I work here and with the team I work with.”

Wellbeing initiatives included flexible working arrangements, an Employee Assistance Programme, whistleblowing support, and recognition schemes such as Choice Awards and Employee of the Month. Staff also benefit from rewards programmes, cycle-to-work schemes, and monthly Lunch Learn events covering topics like end-of-life care and diversity.

The registered manager stated: “Recognising the diverse needs of our employees, we offer flexible working arrangements to support a healthy work-life balance. Management accountability is key to embedding our values into everyday practice.” This approach fostered a motivated, valued, and resilient workforce.