Azure 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 service 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 changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 95 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff consistently demonstrated kindness and compassion in their interactions with people. A person said, “They [staff] are very friendly and helpful to my needs. I have no worries about staff showering me. They are quite discrete.” Another person shared, “They always come. They’re nice, like bringing the milk and bread in, changing the beds. We didn’t ask.”

During a joint visit with Medway Community Healthcare’s Urgent Response Team, an occupational therapist observed a carer supporting a person with mobility needs and described their approach as “compassionate, attentive and professional.”

The provider maintained a compliments log, with relatives expressing gratitude for the “loving environment” created during end-of-life care. A family wrote, “Everyone at Azure… made [Name] as happy as they could be in their final days.”

These examples show that staff not only delivered care with empathy but also created meaningful relationships that had a lasting impact on people’s wellbeing.

People were treated as individuals, with care tailored to their preferences, routines, and beliefs. A person said, “They know what soaps and shampoos to use. They moisturise her.” Another shared, “They follow the shopping list and photograph it on their phone.”

People with communication challenges were supported through personalised strategies. A person who did not use verbal communication had a communication plan that included gesture recognition and emotional cues. This enabled the person to make daily choices and feel safe and included in their care.

Staff supported another person to attend a family holiday which they hadn’t been able to participate in for a number of years. Staff offered the person bespoke care and support for the journey and during the holiday to ensure their personal aspirations and goals were met and exceeded.

People’s identities were respected and their preferences upheld, resulting in improved emotional wellbeing and trust in the service. For example, people’s care plans included detailed personal histories, religious and cultural needs. For example, one persons’ request for a 6:00 a.m. visit to accommodate their morning prayers was respected and implemented, with culturally matched care staff assigned.

Staff worked proactively to empower people to have choice and control over their life whilst promoting their independence. Staff used visual tools and gestures to support non-verbal communication, enabling people to express preferences and maintain control over their care. People were given choices about meals, clothing, and routines, and staff adapted their approach to suit individual needs. This approach empowered the person to retain autonomy and dignity, with care delivered in a way that respected their capabilities and preferences.

Staff actively promoted people’s independence and supported choice. A person said, “They used to wash me in the morning till I was ready to do it myself. I take my time.” Another shared, “They always ask what I have eaten. They’d say, ‘Shall I make you a sandwich?’”

Another person wished to raise money for charity, a cause close to their heart by hosting a coffee morning. A member of the management team supported the person to plan and organise the event and then endured the staff team supporting the person were also not working and available to attend. The person sent a card to the team thanking them for their support to ensure the event took place and that it was a success.

Care plans detailed what people could do independently and how staff should support them. For example, a person was supported to wash their top half independently, with staff providing tools like a toothbrush with toothpaste already applied to enable them to complete this task independently.

Staff responded promptly and effectively to people’s changing needs. During a care call a member of staff noticed a wound on a persons’ leg and immediately contacted emergency services, staying until the ambulance arrived. The family later wrote to praise the carer’s swift action, saying it likely prevented sepsis.

Another person shared, “They organised a district nurse” after noticing a skin issue which they [staff] were concerned about.

Staff were trained to recognise signs of distress and escalate concerns, including safeguarding alerts and referrals to external professionals. During a care call of a person that lived alone staff noticed they were in a low mood and showing signs of emotional distress. Staff acted immediately contacting the local authority and the persons’ relative. Staff concerned about the persons ‘well-being so they stayed with the person until their relative arrived. Additional welfare and social support visits were implemented which increased the persons’ mood and well-being. The person later gave the agency a five-star [five being the highest] review writing, “Following being let down by my previous care provider, I can honestly say Azure Care has been a silver lining. I feel truly blessed that circumstances have given me such a valued opportunity to be a client of Azure Care. The professionalism and compassion shown by the team have been second to none.”

Daily notes showed that staff adapted care based on people’s presentation and consent was consistently sought. For example, when a person’s appetite declined, carers introduced lunch visits and monitored hydration, resulting in improved fluid intake and weight stability.

These examples show that staff were proactive and responsive, with actions leading to measurable improvements in people’s health and wellbeing.

Staff felt valued, supported, and proud of their roles. The provider promoted a positive culture through biannual team meetings, weekly emails, and open-door policies. Staff described management as “always available,” “very caring,” and “supportive with childcare and personal needs”. Staff were recognised through awards and praised for their contributions to the service’s nomination in national care awards. Training was comprehensive, including dementia simulation experiences and regular supervision. A carer said, “This training changed how I think and how I support people living with dementia”.