The Old School 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 outstanding. At this assessment the rating has remained outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 100 (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 was exceptional at treating people with kindness, empathy and compassion and consistently promoted people's dignity, privacy and emotional wellbeing. Relationships between people, relatives and staff were characterised by warmth, trust and genuine affection, creating a culture where people felt valued, respected and cared for.

People experienced exceptionally kind, compassionate and dignified care from staff who knew them well and consistently placed their wishes, wellbeing and individuality at the centre of support. Throughout the assessment we observed warm, respectful and meaningful interactions. Staff spoke to people patiently and sensitively, used preferred names, maintained eye contact and adapted their communication to meet individual needs. People appeared relaxed, comfortable and confident in the presence of staff, frequently responding positively through smiles, laughter and engagement.

Staff demonstrated an exceptional understanding of people's emotional wellbeing and routinely went beyond what would normally be expected to enhance people's experiences. Compassion was evident across all departments rather than being limited to care staff. We observed positive interactions between people, relatives, hospitality staff, activities staff and leaders, all of whom took time to build relationships and support people's wellbeing. One particularly powerful example involved staff and kitchen teams adapting mealtime arrangements so a husband could continue assisting his wife during meals, preserving an important aspect of their relationship and maintaining her dignity and identity.

Relatives consistently described staff as exceptionally caring and compassionate. One relative told us, "They love my mum. The staff members are consistent; they all have a good relationship with her." Another said, "I am 100% happy with the way they look after her." Families repeatedly described staff as patient, kind and genuinely invested in people's happiness and wellbeing. One relative commented, "It is heartwarming seeing how they manage other people." These comments reflected the positive and caring culture we observed throughout the assessment.

People's dignity was actively promoted in all aspects of daily life. Staff understood the importance of maintaining identity, personal appearance and self-esteem. Care plans reflected what mattered most to people, including routines, clothing preferences, personal care choices and aspects of identity that remained important to them. Relatives consistently told us people looked well-presented and were supported to maintain the things that mattered to them. One relative explained, “Staff ensure [name of person] continues to receive regular haircuts. Staff understand how important this has always been to them.”

The service celebrated people's individuality and life experiences in ways which promoted dignity and emotional wellbeing. Personalised memory displays, photographs, life histories and memory boxes were displayed throughout the home and helped staff engage people in meaningful conversations. Healthcare professionals described this approach as unusual and particularly impressive, recognising the provider's commitment to treating people with dignity and respect as individuals.

Compassion extended beyond people using the service to those important to them. Relatives consistently described feeling, “Welcomed”, “Listened to and supported.” Families told us, “Staff provide reassurance during challenging periods” and were particularly sensitive when supporting people, “During periods of deterioration, healthcare reviews and end-of-life care.” One family member described, “I feel like a part of the family within the home.” This was because staff consistently demonstrated genuine care for both their loved one and those important to them.

Staff spoke passionately about delivering compassionate care. One staff member became emotional when discussing the importance of ensuring people were treated with dignity, kindness and respect. Staff consistently described the service as a place where relationships mattered and where caring values shaped everything they did. This compassionate culture was recognised by relatives, professionals and visitors alike and was evident in every aspect of daily life.

As a result, people experienced care that consistently exceeded expectations. They were supported by staff who genuinely cared about them, understood their individual needs and were committed to enhancing their wellbeing, dignity and quality of life. Families consistently told us they trusted staff completely and valued the kindness, compassion and respect shown towards their loved ones every day.

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

People received exceptionally personalised care from staff who understood them as unique individuals and consistently used their life histories, preferences, strengths, relationships and personal experiences to shape support. Staff demonstrated an exceptional understanding of what mattered most to people and used this knowledge to improve wellbeing, maintain identity and create meaningful experiences.

People's care records contained detailed information about their personal histories, interests, preferences, relationships, cultural backgrounds and important life events. Staff consistently used this information to tailor support and engage people in ways that were meaningful to them.

Staff knew people exceptionally well and used their knowledge to support individual emotional, social and wellbeing needs. Another person was supported to make links and visit particular local services connected to their previous employment, which informed meaningful visits to places outside the service, where staff worked with community organisations to recreate positive experiences from earlier life. Staff adapted activities, conversations and support based on what was personally important to each individual rather than offering generic activities.

The service demonstrated a highly personalised approach to supporting people living with dementia and complex needs. Staff used detailed life histories, "This Is Me" information and had ongoing conversations with relatives to understand what was important to people. Relatives told us, “Staff take time to learn about people as individuals and remain interested in who they are beyond their health and care needs” and, “Staff documented [name of person] background, interests and personality. They continue to use this information when they provide support.”

Our observations showed patient staff that had a strong understanding of people’s individual needs. They were constantly observing people for signs to ensure needs were met in a timely manner. Staff knew from people’s expressions exactly what they needed and took time to communicate with them and allow them time to respond to verbal choices, so their needs were understood and acted upon.

The service continually sought new ways to ensure support remained individualised. Leaders introduced activity keyworker roles to increase understanding of people's interests and aspirations and ensure activities reflected individual preferences. Staff worked closely with families to continually review and develop meaningful opportunities based on people's changing needs and wishes. This ensured people continued to access experiences that reflected their personalities, histories and interests.

Relatives consistently told us how staff treated people as individuals. One relative described how staff, “Recognise [name of person’s] love of music and ensure they participate in musical activities.” Another relative told us, “Staff support [name of person] with picture books.” Staff understood this person’s previous love of reading despite changes caused by dementia. A relative told us, “Staff adapt support around people’s personal routines, hobbies, appearance and interests.” This helped them to maintain their sense of self and individuality. As a result, people experienced care that consistently reflected who they were as individuals. Staff understood people's unique needs, histories, identities and aspirations and used this understanding to create meaningful relationships, personalised support and positive experiences which enhanced wellbeing, confidence and quality of life.

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

People were consistently empowered to maintain their independence, exercise choice and remain in control of their lives. Staff demonstrated an exceptional commitment to understanding what was important to people and worked creatively and proactively to remove barriers, promote positive risk-taking and support people to achieve meaningful outcomes.

People were supported to continue participating in activities, hobbies and routines that reflected their personal preferences and life histories. Staff knew people exceptionally well and understood what gave their lives meaning. They worked flexibly to ensure people could continue accessing opportunities that were important to them. These opportunities helped people maintain their identity, confidence and connection to the things that mattered most to them.

The service demonstrated an exceptional commitment to positive risk-taking. Leaders and staff worked collaboratively with families and professionals to find ways for people to safely continue activities that were important to them rather than restricting opportunities because risks existed. For example, one person who benefitted greatly from community outings was supported through ongoing reviews with family members and staff to explore how risks associated with their safety in the community could be reduced whilst preserving their freedom and wellbeing. Rather than limiting opportunities, staff actively sought solutions which enabled people to continue living meaningful lives.

People were supported to maintain important relationships and remain connected to their communities. Community participation was prioritised, with people supported to attend events, access local amenities and participate in meaningful outings based on their individual interests. The activities team worked creatively and flexibly to support opportunities at times that suited people. One activities worker voluntarily adjusted their working arrangements to ensure a person could attend a vintage vehicle event that reflected their interests and preferences. Staff consistently demonstrated a commitment to helping people experience enjoyment, fulfilment and connection beyond the care home environment.

Relatives consistently described staff respecting people's choices and promoting independence. A relative told us, “Staff understand people's abilities and seek to enable rather than restrict them.” Another relative explained, “Staff have helped [name of person] to become calmer and more independent.” This was through a personalised approach that reduced restrictive interventions and promoted meaningful engagement. Another relative said, “Staff maintain [name of person’s] routines, interests and preferred lifestyle.” This meant support remained centred around the individual rather than the service. People experienced lives that were shaped by their own preferences, aspirations and choices. Staff consistently looked beyond care needs and focused on supporting people to remain active participants in their communities, maintain valued relationships and achieve outcomes that mattered to them. This had a significant positive impact on people's wellbeing, confidence, independence and quality of life.

The provider was exceptional in how they 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.

People consistently received highly responsive support from staff who recognised and acted upon their immediate physical, emotional and wellbeing needs without delay. Staff demonstrated an exceptional understanding of people and routinely anticipated needs, often responding before individuals were able to express them verbally. This contributed to people experiencing comfort, reassurance and personalised support throughout the day.

Throughout the inspection we observed staff remaining highly attentive to people and responded promptly whenever support was required. Staff regularly monitored people's comfort, wellbeing and emotional state and adjusted support accordingly. Interactions were not task-focused; instead, staff continuously observed how people were feeling and responded sensitively to changes in mood, behaviour and presentation.

We observed multiple examples where staff proactively acted to meet people's immediate needs before concerns escalated. For example, when one person appeared hungry before lunchtime, staff immediately arranged for food to be provided rather than expecting them to wait until the scheduled mealtime. Another person who preferred to eat earlier than other residents had their meal prioritised so their individual needs could be met. Staff consistently adapted routines around people rather than expecting people to fit around the service.

Staff were highly responsive to people's comfort and wellbeing throughout the day. During observations, one person who was asleep was gently approached on more than one occasion by staff to check on their wellbeing and offer drinks. When the person awoke, staff immediately supported them with refreshments and ensured they were comfortable and appropriately positioned. Another person was promptly supported with repositioning when staff recognised they were uncomfortable. These interventions were undertaken naturally and respectfully and reflected staff's detailed understanding of individual needs.

People received timely support with eating and drinking from staff who remained focused on the individual's pace, preferences and responses. Staff patiently encouraged people to eat and drink, adjusted support when coughing occurred and altered approaches according to how each individual responded. Support was continuously reviewed during interactions to ensure people's needs were safely met. We saw staff stop and reassess support when required rather than following a task-driven approach.

Relatives consistently described staff as highly responsive to people's changing needs. One relative told us staff anticipated their family member's needs, whilst another explained concerns were acted upon promptly and advice sought whenever required. Families repeatedly described feeling reassured that if something changed, staff would recognise it quickly and take appropriate action. Healthcare professionals also confirmed staff escalated concerns promptly and acted quickly when people's healthcare needs changed.

The culture throughout the service encouraged staff to take ownership of meeting people's needs immediately. Staff worked collaboratively across roles and departments to ensure people received timely support. Kitchen staff, care staff, activities staff and leaders were all observed responding proactively to people and working together to ensure needs were met without delay. This consistent and coordinated approach meant people experienced responsive support regardless of who provided care. People experienced care that was highly personalised, flexible and responsive. Their immediate physical, emotional and wellbeing needs were recognised and addressed quickly by staff who knew them exceptionally well and were committed to ensuring they remained comfortable, reassured and supported.

The provider always cared about and promoted the wellbeing of their staff, and was exceptional at supporting and enabling staff to always deliver person-centred care.

Staff worked within a highly supportive, inclusive and enabling culture where their wellbeing, development and professional growth were actively promoted. Leaders consistently demonstrated a commitment to supporting staff as individuals and creating an environment where people felt valued, listened to and empowered to provide exceptional care.

Staff consistently described the service as an exceptionally positive place to work. They told us they felt respected, valued and supported by colleagues and leaders at all levels. Staff spoke positively about the open and approachable leadership culture and explained they felt confident discussing concerns, seeking advice or sharing ideas for improvement. Many described the service as significantly more supportive than other care settings they had previously worked in.

Leaders demonstrated a genuine commitment to staff wellbeing. Regular supervision sessions provided dedicated opportunities for staff to discuss wellbeing, workload, career aspirations, training needs and any personal circumstances affecting them. Records showed leaders worked flexibly to support staff experiencing health conditions, family responsibilities or other challenges. Reasonable adjustments were implemented where required and reviewed regularly to ensure staff remained supported and able to continue contributing positively within the team.

The service fostered a culture where staff were encouraged to develop professionally and pursue areas of personal interest. Staff described being supported to lead projects, contribute ideas and influence service improvements. Examples included the development of a dignity audit project, bespoke induction programmes, competency systems and quality improvement initiatives. Leaders recognised individual strengths and created opportunities for staff to use their skills and passions to benefit both colleagues and people living at the service.

Staff described feeling empowered to speak up and influence change. They told us leaders actively listened to suggestions and frequently implemented ideas generated by the workforce. Staff explained they were encouraged to challenge poor practice, contribute to quality improvement work and participate in developing new approaches. This promoted a culture where staff felt ownership of the service and were motivated to continuously improve outcomes for people.

Leaders promoted a supportive team culture where staff worked collaboratively and supported one another through challenging situations. Staff spoke positively about teamwork and described a working environment where colleagues regularly helped each other and shared knowledge and experience. Following significant incidents or emotionally demanding experiences, leaders provided opportunities for reflection, discussion and support, helping staff process events and learn from them.

The service had a strong focus on workforce development and recognition. Staff were supported through structured induction programmes, competency assessments, supervision, performance reviews and additional training opportunities. Leaders actively encouraged progression and recognised achievements. Examples included support for staff undertaking qualifications, celebrating long service, recognising training achievements and creating opportunities for leadership development. Staff told us these approaches made them feel appreciated and motivated.

Many staff linked the positive workplace culture directly to the quality-of-care people received. They explained that feeling supported, valued and confident enabled them to focus on delivering compassionate, person-centred care. Staff consistently described a shared commitment to achieving the best outcomes for people, supported by leaders who invested in their wellbeing and development. Staff experienced high levels of wellbeing, engagement and job satisfaction. This created a stable, motivated and compassionate workforce that was equipped and empowered to provide exceptionally caring support for people.