Archived: Octavia Housing - James Hill 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.

Staff respected people’s religious and cultural needs by making adjustments to meals, routines, and spaces for worship. For example, vegetarian and halal diets were catered for, and one person was supported to attend a place of worship regularly. Staff also supported individuals to pray at specific times and ensured cultural celebrations were recognised in at the service.

Care plans included people’s daily routines and preferences.

Staff expressed pride and warmth in their role and showed genuine care for people. When asked how they make sure people are treated with dignity and respect, a care worker said, “Give them choices, preferences, if they want to have shower, get consent.” Another care worker told us, “When I started here, the first thing the registered manager told me was to respect dignity and privacy of people. So, when I go to people and give personal care, I close windows and curtains, close the door, and make sure no one enters without consent.”

Staff spoke to us about privacy during personal care such as locking the door, informing people before assisting them, and helping someone in the bathroom while encouraging independence.

The head of operations said that any agency staff were integrated and trained to the organisation’s values to ensure compassion. Volunteers and befriending services also offered companionship and emotional support.

The provider supported people in ways that respected their individual needs, preferences, and backgrounds. Care was personalised and based on people’s strengths, abilities, culture, and protected characteristics.

A person we spoke to said, “They get to know you as a person, not just someone they’re caring for.” A staff member said, “I'll ask the person their preference. If they choose something different to the plan, I inform the team leader, so it gets updated and passed on.”

People’s care plans included information like what time they liked to wake up, their food preferences—including culturally specific meals—and when they liked to take their medicines. However, some details about people’s medicines were missing from the plans.

Staff used large print or pictures to support communication, and instructions on people’s doors helped staff understand how best to approach each person.

Care and activities were flexible and based on what people wanted. Some people chose to be supported by in-house staff, while others used outside care workers Staff explained tasks clearly and supported people in ways that suited their personal needs and health conditions.

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

There was an emphasis on enabling people to remain as independent as possible, with people encouraged to do what they could for themselves.

The head of operations said that people were supported to remain at home even at end of life if safe to do so. If required, one-to-one support was implemented to maintain preferred activities and social inclusion.

Most people we spoke to felt encouraged to stay as independent as possible, with support available when needed.

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 adapted care in real time, adjusting routines based on someone’s wellbeing or preferences that day. This flexible, responsive approach helped people feel respected and supported. A person we spoke to said, “Anything I’ve asked for, they’ve got quite quickly.”

Staff understood the need to act quickly in emergencies (calling 111, ambulance, or GP). They also knew how to handle falls and other health issues. Accidents and incidents were addressed immediately by the care team leader or escalated as needed.

There was an open-door policy for manager visits and daily oversight which allowed for real-time responses.

A digital care management platform was being put in place to create alerts if care actions were missed.

The provider promoted a positive and supportive working environment that enabled staff to deliver person-centred care. Staff consistently reported feeling safe, listened to, and supported in their roles. There was a strong culture of openness, with team members helping one another and feeling confident to ask questions or raise concerns.

Support for staff was embedded at all levels. The provider offered mentoring, additional induction time for new starters, and emotional wellbeing resources through an Employee Assistance Programme. Staff described being supported by colleagues, team leaders, and managers. Newer staff, particularly those without prior care experience, were encouraged and gradually introduced to responsibilities.

Staff development and wellbeing were prioritised. Supervisions and appraisals were held regularly, and informal feedback was given during handovers. The registered manager received quarterly supervisions and wellbeing check-ins from senior leaders. A care team leader commented, “I have good support from my manager and other managers, good working relationships with colleagues and good training from Octavia.”

This approach fostered a safe and collaborative environment where staff felt valued and equipped to provide high-quality care.