Norton 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.

People and relatives gave very positive feedback about staff. Observations showed calm, dignified interactions, particularly during mealtimes.

Staff took time, offered reassurance and recognised behaviour as a form of communication, adapting their approach to reduce distress.

People consistently described staff as kind and caring. One person said, “They are kind, caring, friendly and easy to chat to.” Another told us, “They are polite and focused on their jobs and will always ask if we need help.”

Relatives echoed this. One said, “Their patience stands out.” Observations supported these views, showing staff treated people with dignity and respect.

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.

Care plans reflected people’s individual routines, preferences, risks and cultural needs. Staff knew people well and adapted care, accordingly, including respecting preferred night‑time routines, communication methods and dietary requirements. This helped ensure care was personalised and responsive rather than task‑focused.

People’s cultural and religious needs were met. Staff demonstrated awareness of people’s backgrounds, identities and needs and used this understanding to tailor their approach. People felt recognised and understood. One person told us, “They know what I need,” and a relative said, “They have welcomed [them] really well.”

Care planning and day‑to‑day practice were consistent with this approach. Records showed people’s preferences and communication needs were clearly documented and reviewed, and staff used this information to support dignity, choice and a positive experience of care.

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

People were supported to maintain independence, choice and control over their daily lives. Care planning and staff practice showed people were encouraged to do as much as possible for themselves, with support adapted to individual preferences, emotional wellbeing and needs. Staff respected people’s choices about daily routines and adjusted support in response to day‑to‑day changes rather than applying fixed routines.

One person told us, “If I don’t want a meal, I don’t have to have one, though staff will check I am ok,” and another said, “You can do what you want near enough.”

Care plans showed how staff balanced independence with safety through proportionate risk management. Measures such as sensor mats, motion sensors and night‑time checks were used to alert staff rather than restrict movement, enabling people to remain independent while receiving timely support.

Staff described supporting people to remain active even when their mobility was reduced. One staff member told us, “We encourage people. If someone wants to walk but mobility is poor, staff support them.” Staff worked alongside people in a respectful way, which supported emotional wellbeing, reduced distress and helped people continue to manage most aspects of their personal care independently.

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 responded promptly and appropriately when people required support. Observations showed staff recognised signs of distress, confusion or discomfort and acted quickly to reduce anxiety, particularly for people living with dementia. Staff offered reassurance, remained with people when they were unsettled and adjusted their approach to provide calm, supportive care.

One person told us, “I was unwell last week, and [staff] reacted promptly.” Care plans included clear guidance on responding to immediate needs, such as emotional reassurance, support with using the toilet, recognising pain indicators and night‑time support. Call bells and sensor systems were used to support timely responses, and staff understood how to prioritise needs safely when several people required assistance at the same time.

At busy times, managers provided additional support. One staff member said, “When staff are busy, management checks what the residents want and supports them.” Managers also responded to pressure points, such as mealtimes on higher‑dependency units, by adjusting staff deployment and providing additional team leader support. This demonstrated responsive management oversight and a clear focus on ensuring people received timely care and support.

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

The provider supported staff wellbeing and enabled them to deliver person‑centred care. Staff received supervision, training and access to wellbeing support, including an employee assistance programme. Shift patterns and breaks were structured to support staff resilience.

Managers were visible and approachable. The registered manager regularly worked alongside staff on the units, providing guidance and practical support. Staff told inspectors they felt supported and able to raise concerns.

This approach helped staff remain patient, calm and compassionate, particularly when supporting people with complex needs or distress.