Azure Care

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the service met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. Care plans were highly personalised and included detailed instructions tailored to individual preferences, such as preferred flannels, food choices, and routines. For example, a person’s care plan specified the exact temperature of water used during personal care and the preferred strength of squash, which was respected and reinforced through staff training and supervision.

People consistently described staff as respectful, kind, and responsive. A person said, “They always ask me what I want to wear and help me when I need it,” while another shared, “They treat me with dignity and give me privacy.”

Staff understood people’s needs and provided consistent care. Continuity was supported through the electronic rostering system, which prioritised regular carers based on client preferences, such as language, gender, and communication style.

Transitions between services were well-managed. The provider demonstrated effective discharge planning, including hospital visits to reassess needs and update care plans before people returned home.

Relatives confirmed that staff were responsive to changes. A family member said, “The office adjusted the rota so [Name] could continue their morning prayers. It meant so much to [Name].”

People received information in ways that suited them. Care plans included communication preferences, and staff used clear, respectful language. For example, a person’s niece was kept informed of all care updates due to her Power of Attorney status.

Weekly rotas were emailed to people, and newsletters were sent regularly. Staff also used the electronic app to record care notes, which were accessible to next of kin.

Feedback mechanisms were in place, including surveys and courtesy calls. One person said, “They always ask how I’m doing and if anything needs changing.”

The agency was meeting the principles of the Accessible information standard. All documents were available in formats to meet peoples’ needs such as, larger print and pictorial.

The provider listened to people and acted on their feedback. Adjustments were made to care routines based on individual preferences, such as changing visit times or adapting food preparation methods.

Concerns were addressed promptly. For example, when a person felt a carer was disinterested, the field care supervisor conducted a spot check and followed up with supervision to ensure improvements.

People felt heard and respected. A person shared, “They’re quick, [carer] but they’re patient with me when I’m getting dressed. I have a routine.”

The service ensured equitable access to care. Staff were matched to clients based on language and cultural preferences, and adjustments were made to accommodate religious practices, such as early morning visits for prayer.

Referrals were made to external services when risks were identified, including fire safety assessments and occupational therapy support.

Staff were trained in equality and diversity, and recruitment practices promoted inclusivity.

The management team took part in an on-call system to ensure a member of the management team was available for advice or support at anytime for people using the service or staff.

The provider promoted a culture of openness and inclusion. People’s experiences were celebrated through cultural events and personalised care. For example, staff brought Easter eggs and Christmas biscuits to clients, fostering a sense of belonging.

Outcomes were monitored and improved through proactive interventions. A person’s hydration and nutrition improved significantly following the introduction of a lunch visit, with fluid intake nearly doubling over three months.

Feedback from relatives highlighted the impact of care. A family wrote, “Azure Care made [Name]’s last chapter at home so rich and rewarding,” praising the team’s compassion and responsiveness.

Future planning was embedded in care delivery. Digital care plans included sections on capacity, DNACPR, Advance Decisions, and end-of-life preferences. These were updated in real time and accessible to staff.

End-of-life care was delivered with compassion and dignity. Families described the support as “loving” and “amazing,” with carers becoming “an extension of the family.”

Although no clients were receiving end-of-life care at the time of inspection, the provider had robust protocols in place, ready to activate when needed.