Wilton House

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.

There was a warm and friendly atmosphere at the home. People looked comfortable and relaxed in the presence of staff and management. We observed a culture of kindness and respect shown between people, staff and the registered manager.

Staff had applied their training in practice and displayed a compassionate approach to supporting people. For instance, staff were attentive, engaged naturally with people and took time to listen to what people were telling them. When staff spoke with people, the language and tone was respectful.

People expressed themselves and dressed to reflect their individual choice and interests. One person told us they liked to dress in sports and leisure wear. People’s privacy and dignity was respected by staff. People told us their dignity was promoted as people had either a bedroom with an ensuite shower and toilet or a bathroom next to their bedroom for their own use. A relative said, [Person name] had got their own shower and toilet. There's always a staff member around to prompt them about with [personal hygiene].”

People felt valued by staff who showed genuine interest in their well-being and quality of life. Staff engagement and support was positive which improved the person’s confidence. For example, we observed a staff member who supported a person to prepare their lunch with clear directions and prompts. The person enjoyed eating their meal. This was in accordance with their support plan and the person responded positively to this approach.

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.

People’s support plans were person-centred, and reflected people’s early life, diverse needs and interests. People had personalised activities, and some had a weekly planner, created by people with support from staff. People’s cultural or individual diverse needs were met, in relation to food and lifestyle choices.

People felt they were listened to and valued by staff. For instance, during the weekly house meetings, people were given the space to speak without being interrupted.

Staff knew people well and took the time to understand people’s individual communication styles including non-verbal communication and how best to respond in line with their support plan. One person said, “I feel alright here because staff are here if I need to talk to them or if I need help with something.”

People’s bedrooms were personalised and reflected their interests and personalities. People were supported to maintain contact with those who were important to them and to build new friendships.

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

People’s independence was actively promoted by staff. People told us about their individual lifestyle, independence, how they liked to spend their time and that they felt staff respected their choices. A person told us Wilton House was their home and felt staff respected this. They added, “Me, [Person name], and [Person name] did help a little; but the two of us mainly decorated the lounge with tree, lights and Christmas decorations.”

Peoples’ support plans and staff approach consistently demonstrated the principles of ‘right support, right care, right culture’, were followed. We observed staff encouraging people to do things for themselves, promoting positive risk taking so that people could experience new things. One person said, “I have my money, and I spend it wisely, I don't like to waste my money on silly things.” Another person told us they enjoyed listening to music, attended the performance club and were looking forward to seeing their favourite band. People were encouraged to express their views in response to a range of topics discussed including menus, activities, environment, staff and concerns. Where people needed support with decisions, for instance menu planning, recipe cards with pictures gave some options to choose from.

Relatives spoke positively about the support their family received to live as independently as possible. One relative told us, “[Person name] is in control; they make decisions and are supported to do things for instance, [Person name] goes to the shops to buy ingredients if they are doing any cooking.” Another relative told us their family member benefitted from consistency, structured routines and activities planned, which improved their wellbeing and independence.

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 knew people and their individual needs well. Changes in a person’s physical or mental health were recognised and responded to promptly. Staff knew how to refer people to healthcare professionals quickly to ensure they had access to appropriate medical care and support. People’s care records confirmed they were supported to see the GP and attend health and care reviews and routine wellbeing health checks as needed.

Staff had good knowledge of different communication styles and recognised the signs people may display if they became anxious, frustrated or emotional. They were able to interpret these well and respond effectively. For example, the registered manager was responsive and showed compassion and care, when a person was visibly uncomfortable being around other people.

People told us they had regular meetings with their key worker which allowed them to express any concerns, and what was working well for them. A relative told us, “They're quite responsive so if [Person name] is not well, they’ll ask if they want to see the GP or call the GP for advice.”

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff felt valued and told us they had opportunities to earn awards and recognition. All staff had regular supervisions and were encouraged to share ideas and give feedback at staff meetings. Staff completed an annual survey and the results of the staff survey in 2025 were positive.

Staff felt well supported and respected by the management team. One staff member told us, “We get good support and the [Registered manager], and [Quality and compliance manager] are very good with support and help whenever needed.” Staff had access to a range of confidential support and initiatives. This included advice and guidance on work related issues, when needed.

In addition to induction and training, staff who had joined through visa sponsorship, were offered cultural orientation to help them feel confident in their new environment.