Dixon Dunn Care Solihull Limited Also known as Home Instead - Solihull

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.

People were supported by staff who were kind, caring and respectful, with dignity and privacy promoted in all aspects of care. Staff received training to ensure they understood how to maintain people’s dignity, and care plans provided clear guidance on this.

People and relatives consistently spoke positively about staff. One relative said, “[Staff] are here for an hour, they will wash [person] then will sit and chat with them which they love. It puts [person] in a good mood for the rest of the day.” One person told us, “All the carers are very good, they always turn up on time. They are all very patient with me and I am not rushed to go anywhere or do anything.”

People shared how staff protected their dignity, including knocking before entering, maintaining privacy during personal care, and respecting choices such as whether curtains were open or closed.

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 were person-centred, reflecting people’s individual needs, preferences, and routines, with efforts made to match staff based on compatibility. Consistent care teams supported continuity, helping to build trusting relationships. Plans clearly outlined how people could maintain their independence, guiding staff to support daily living tasks, mobility, and personal care while promoting dignity and choice.

Staff supported people to engage in activities that were meaningful to them, including maintaining their hobbies and interests.

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

People were supported to make choices about their care and daily routines. Staff promoted independence by offering encouragement that was positive, supportive and tailored to each person’s individual abilities. People were supported to go out within the community when they wished, helping them maintain social connections and participate in meaningful daily life.

Care plans clearly outlined how people wished to be supported, including their routines, preferences and decision‑making abilities for example what to eat and drink and what to wear. This helped staff promote choice, control and independence in a way that reflected each person’s needs and wishes, ensuring care was delivered in a personalised and respectful manner.

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 responded promptly to issues such as missed calls or changes in need, using their knowledge of people’s preferences and routines to provide consistent and appropriate support. For example, when staff were running late, they informed the office so people and their families could be updated, reducing anxiety.

People said staff listened to them, and relatives confirmed staff knew their loved ones well and understood their individual needs, enabling timely and effective responses. One relative said, “They always let us know if they’re delayed, which really reassures us.”

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

The provider promoted staff wellbeing through access to an Employee Assistance Programme, mental health first aid support, and staff recognition initiatives. Flexible working arrangements supported a positive work–life balance, including time for important family events. The registered manager and leadership team fostered a supportive culture where staff felt valued and encouraged to raise concerns. One staff member said, “The manager always resolves issues quickly.”

Staff wellbeing and enablement were supported through regular supervisions, appraisals, and team meetings, which provided opportunities for reflection, feedback, and professional development. Staff said they felt supported by managers and able to raise concerns openly. These systems helped ensure staff were confident, valued, and equipped to deliver effective care.