The Restored House 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 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.

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.

Feedback from staff and the registered manager confirmed staff knew and understood the people they supported, including their preferences, wishes, personal histories and backgrounds.

Comments from staff included, “We give person centred care to people here, staff know the people well, staff are caring,” and “We treat people as we would our own families. The standard of care is very high."

The provider treated people as individuals and made sure people’s care and support met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People’s individual needs and preferences were understood and were reflected in their care and support. Care plans had been written in a way which incorporated rich person-centred detail.  

People’s personal interests and aspirations were respected and reflected in the activities in which staff supported them with. For example, one person was supported by staff to go to afternoon tea and to a nail and hair salon on a regular basis, because these were the activities the person enjoyed doing.

For one person who was sight impaired, staff supported the person to make everyday decisions, taking account of their protected characteristics. One member of staff told us, “I support a person who has a sight impairment, so I constantly speak to them, tell them what the weather is, what time of day it is, always giving them choices."

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

Staff respected people’s independence and helped support them to make day to day decisions. Staff respected what people could do for themselves and supported them when needed, enabling people to remain as independent as possible and living in their own homes, in line with their choice.

One member of staff confirmed, “We help people to remain in their own homes and to be independent. I constantly encourage people and allow them to make decisions and choices.”

A relative confirmed, “The staff always respect Mum’s choices and work with Mum and encourage her independence.”

The registered manager explained, “I ensure staff give choice to people, we had a situation recently where a carer helped the person decorate their room as they were not able to do this independently, the person was delighted with this."

The provider responded to people's immediate needs. People’s experience confirmed staff treated their needs, views, wishes and comfort as a priority. People and their relatives told us staff were always on time for their care calls. The registered manager explained how they had adapted a person's care package quickly in order to meet the person's needs which had changed rapidly.

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

Processes were in place to help ensure people’s experience of the service was driven by a culture that normalised good wellbeing through inclusivity, active listening, and open conversations. The provider regularly collated feedback from staff in the form of surveys, and supervision and appraisal processes. Staff were encouraged to feedback not just at team meetings but at any time.

The registered manager told us, “Staff are fully supported, they are free to make suggestions and if they align with our core values, they are implemented. I plan to introduce a champion of the week scheme soon so I can award staff with vouchers in recognition of their good work.”