EarlyBird Lifestyle Support Ltd

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

The service demonstrated a deeply embedded culture of kindness, compassion and respect. Staff consistently spoke warmly about the people they supported, reflecting a genuine commitment to person-centred care. One staff member described their role as “A privilege to be allowed into people’s homes and people’s lives.” This highlighted a strong ethos of respect and appreciation for people’s individuality and personal space.

Feedback gathered by the provider from people using the service was overwhelmingly positive. People reported that staff were consistently kind, compassionate and proactive in promoting dignity at every opportunity, ensuring people felt valued and respected in all aspects of their care. One person said, “I feel extremely well cared for and in a happier and better place.”

The culture of kindness extended beyond the immediate team. There were positive, respectful relationships with colleagues from partner organisations, with professionals providing affirming feedback about the service’s collaborative and respectful approach. One professional described the service as “consistent” and “professional.”

During the assessment, staff interactions were observed to be welcoming, caring and respectful, further evidencing a culture where kindness and dignity were not only promoted but consistently practised.

The service consistently demonstrated commitment to recognising and respecting individuality. Care planning was highly person-centred, with detailed records clearly capturing people’s preferences, interests, and personal histories. This ensured that support was tailored in a meaningful and responsive way. For example, about me profiles and personalised care schedules were in place, that provided staff with immediate visibility of people's preferences, routines and communication styles.

Care delivery was compassionate and thoughtfully structured to enable people to engage in activities that mattered to them, promoting choice, independence, and a strong sense of identity. For example, care scheduling enabled people to attend regular activities and access their community at times appropriate to their needs and preferences.

The provider actively celebrated individuality through its newsletter, showcasing person-led activities and engagement groups, which further promoted inclusion, empowerment, and community connection.

People were consistently supported to make their own choices and develop independence in all aspects of their daily lives.

People described staff as highly supportive and enabling, highlighting a service culture that placed independence, choice and control at its core. People were actively encouraged and empowered to make their own decisions and remain in control of their care and daily lives.

There was a strong, embedded ethos of promoting independence. Staff demonstrated a clear commitment to supporting people to live enriched and meaningful lives, focusing on strengths and abilities rather than limitations. Systems and processes were designed to deliver inclusive, person-centred support that enabled people to develop and strengthen their skills, reducing reliance on care. For example, staff worked with 1 person to develop and maintain their independence by encouraging them to do as much themselves as possible during personal care and when administering medicines. For another person, staff supported them to engage in their activities and interests such as knitting and attending art galleries.

The provider had cultivated a culture of empowerment where staff worked alongside people, adopting a “Doing with” rather than “Doing for” approach. This was consistently reflected in practice, with 1 staff member explaining, “We are highly focused on how we can enrich people’s lives rather than completing tasks for people.” This approach reduced dependency and promoted confidence, autonomy and personal growth.

People received care from a service that listened to and understood their needs, views and wishes. Staff were attentive and responsive, acting promptly in the moment to minimise any discomfort, concern or distress.

Care records demonstrated that people’s immediate needs were consistently identified and met, with staff taking appropriate action without delay. Feedback from people and their relatives supported this. One person described staff as “Responsive”.

The provider had effective systems and processes in place to ensure daily care needs were met consistently. This included regular quality checks of daily care notes, which supported oversight and ensured care remained aligned with people’s individual requirements.

The provider demonstrated an exceptional commitment to workforce wellbeing and enablement, creating a highly supportive and empowering environment for staff. A dedicated 'Wellbeing Champion’ was in place, proactively promoting staff morale and ensuring staff had access to meaningful support. This was further strengthened through regular team engagement activities, which fostered a strong sense of inclusion, connection and shared purpose.

Staff benefited from robust systems that supported safe and effective lone working, underpinned by clear and reliable communication processes. The provider also ensured access to comprehensive external support through an Employee Assistance Programme (EAP), offering professional wellbeing services when needed. Importantly, the provider went beyond standard provision by funding additional counselling services during periods of increased pressure, reflecting a responsive and caring approach to staff needs.

There was a clear culture of recognition and celebration. Success was actively acknowledged, including positive feedback via Bright HR and the provider’s status as a multi-award-winning service. This contributed to high morale and a strong sense of pride among staff.

Without exception, staff described the provider as supportive, flexible and responsive to their individual circumstances. They spoke warmly about the leadership team, consistently highlighting their approachability, kindness and genuine concern for staff wellbeing. Leaders were visible and accessible, creating a psychologically safe environment where staff felt valued, heard and empowered.