Charnwood 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.

This is the first assessment for this newly registered service. This key question has been rated 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 95 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff at Charnwood House demonstrated exceptional kindness, compassion and respect, even in situations where people had restrictions in place to keep them safe. Staff consistently balanced safety with dignity, ensuring restrictions were applied sensitively and in a way that upheld people’s emotional wellbeing and privacy.

People, relatives, advocates and professionals all spoke highly of the staff team, describing them as caring, patient and committed to supporting individuals through complex circumstances. Despite some people having limitations around contact with certain individuals to protect their welfare, staff ensured these restrictions were never implemented in a punitive or isolating manner. Instead, they were carried out with empathy, clarity and reassurance.

Staff took great care to explain restrictions in ways people could understand, using personalised communication tools to reduce anxiety and avoid confusion. Where difficult decisions were required, staff remained calm, kind and respectful, ensuring the person felt supported rather than judged. This approach helped people maintain a sense of control and dignity during times that could otherwise feel disempowering.

We observed staff offering comfort, distraction and emotional support when restrictions caused distress or disappointment. They protected people’s privacy by managing sensitive conversations discreetly and ensuring that personal information was handled respectfully. Staff demonstrated an in‑depth understanding of each person’s emotional needs and used this knowledge to respond gently, with compassion and consistency.

Relatives and professionals told us that staff showed exceptional empathy and care in these situations. They described the team as “deeply respectful” and “always thinking about the person first.” This compassionate approach helped prevent people feeling blamed or singled out and ensured the focus always remained on safety, wellbeing and dignity.

The staff team at Charnwood House showed exceptional methods in treating people as individuals. Staff consistently recognised and celebrated each person’s uniqueness, tailoring support in ways that respected their preferences, abilities and restrictions while ensuring they felt fully included in modern life and social connection.

An example of this outstanding, person‑centred approach was the service’s innovative use of a bespoke, internal version of social media. Some people had restrictions in place that limited their access to electronic devices or the wider internet, either for safeguarding reasons or to prevent distress. Despite these restrictions, staff ensured people were not excluded from sharing memories, staying connected with family or benefiting from digital inclusion.

The provider created an internal system that allowed people to capture photos, record activities and share meaningful moments safely. Staff supported individuals to upload content, choose who they wanted to share it with, and express themselves through emojis, captions and visual prompts aligned to each person’s communication needs. This meant people could enjoy the familiar experience of modern social media but in a controlled, safe and personalised format.

Families told us this system made a significant difference, enabling them to remain part of their loved one’s daily life even when direct communication or internet access was not appropriate. People enjoyed looking back at their digital memories, celebrating achievements and sharing updates in a way that felt empowering, modern and dignified.

Staff also demonstrated skilful understanding of current digital trends and used these to ensure people stayed included. Staff ensured this was done sensitively and in line with each person’s legal and safeguarding framework. Restrictions were never presented as a punishment or barrier to enjoyment. Instead, staff focused on what the person could do safely, building digital opportunities around their strengths, interests and communication preferences.

People told us they felt valued and included. Staff understood their personalities, supported them to express themselves and created opportunities that reflected their individuality.

The registered manager had created an exceptional culture where helping people stay independent and in control was at the heart of everything the service did. People’s independence, choice and control was promoted in a consistent and person‑centred way with detailed care planning and guidance for staff to follow. Staff demonstrated an instinctive understanding of the importance of autonomy and empowering individuals; they supported people to develop daily living skills and encouraging decision‑making at a pace that suited each individual.

Staff ensured people were leaders in their own lives rather than passive recipients of care. Staff supported people in preparing and cooking their own meals. Staff helped individuals increase their independence in the kitchen by using clear, motivational communication in their preferred formats, including visual prompts, gestures and simplified verbal instructions. People were encouraged to participate in choosing ingredients, preparing food and understanding their own dietary needs, including those requiring modified‑texture diets. Staff ensured this was done safely, while still allowing people to take ownership of the process.

During the assessment visits we observed a notably active and positive environment, reflecting a service that consistently went above and beyond to ensure people reached their fullest potential. We saw staff working alongside people in a supportive and enabling manner. Staff offered gentle guidance, encouragement and positive reinforcement rather than taking over tasks. This approach helped build people’s confidence and understanding of food‑related routines, such as safe handling, portioning, and adapting recipes to meet their swallowing or nutritional needs. People were visibly engaged and responded positively to the personalised support.

The registered manager and staff responded well to people’s immediate needs, including those who had restrictions in place to support their safety. Staff used careful, proactive planning to ensure people’s needs were met promptly and appropriately, without imposing unnecessary or excessive restriction.

People had detailed communication plans that guided staff on how to recognise signs of distress, discomfort or pain, particularly for those unable to verbalise these needs. These plans included personalised indicators such as changes in movement, facial expressions, posture or behaviours, and staff were confident in identifying these early signs. This enabled staff to act quickly when a person required reassurance, intervention or a change in their support approach.

For individuals with restrictions in place, the service used thoughtful risk‑management strategies to ensure safety was balanced with independence. Staff had access to alert systems, including emergency alarms they could activate when a person’s distress escalated or when additional support was required. These systems allowed staff to respond immediately to people’s needs while reducing the need for intrusive levels of supervision.

This approach had a significant positive impact for one person who previously required 2:1 staff support throughout the day. As staff became more skilled at recognising the person’s early signs of emotional escalation and responding promptly through the alert system and preventative planning, the individual’s anxiety reduced, and behaviours associated with distress became less frequent. As a result, the person was able to step down to 1:1 support during the day, which promoted greater autonomy and dignity. At night, they moved to remote monitoring rather than constant physical observation, ensuring safety while respecting their privacy.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person‑centred care. During the inspection, staff stated they felt well supported and valued in their roles. They consistently reported that leaders created a positive working environment where their wellbeing, development and contributions were taken seriously.

All staff spoken with stated they received regular supervisions and attended meaningful team meetings. One staff member said, “Charnwood is built on teamwork,” reflecting the strong sense of unity and collaboration within the workforce. Another member of staff commented, “My supervision and meetings are meaningful and not just to tick a box,” demonstrating that staff felt their professional development and reflective practice were genuinely prioritised rather than treated as a formality.

Staff reported feeling confident that they could raise concerns, seek guidance or request additional support when needed. They told me that leaders were approachable and responsive, which helped them feel motivated and empowered to deliver high‑quality, person‑centred care. Staff also said they were encouraged to use their skills and strengths, which contributed to a sense of pride and fulfilment in their roles.