1 Sheringham Avenue

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 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People were treated with kindness, compassion and respect. During the inspection, we observed staff engaging with people in a calm and reassuring way. Staff spent time with people, speaking with them and providing comfort when needed. People appeared relaxed and comfortable in the presence of staff. Staff also approached people in a gentle and friendly manner and used appropriate, reassuring touch to support communication and engagement.

Staff understood the importance of maintaining people’s privacy and dignity and ensured this was upheld in day-to-day care. For example, staff were discreet when supporting people and ensured personal care was delivered in a way that protected people’s dignity.

Staff respected people’s personal space and promoted privacy. This included knocking on doors and waiting before entering people’s rooms, demonstrating respect for people’s independence and personal boundaries. One person said, “They always knock on the door before coming in.”

People also spoke positively about the support they received from staff.

One person said, “They really help you here.”

The provider was exceptional in how they understood and supported people as individuals. Care plans contained detailed, personalised information about people’s histories, preferences, routines and aspirations, enabling staff to provide highly tailored support. This included comprehensive behavioural support plans, which identified triggers, early signs of distress and personalised strategies to support people. Staff demonstrated a proactive approach, focusing on underlying causes of behaviours of distress and responding in a consistent and preventative way. This reduced anxiety and supported positive outcomes for people.

Staff demonstrated a detailed understanding of people and were able to describe how support was adapted in line with individual preferences and communication styles. They told us they worked closely with people to understand how they wanted to be supported, including through regular conversations about routines, meals and activities. One staff member explained they would ask, “How do you want this done?”, reflecting a personalised and inclusive approach.

People confirmed they were treated as individuals and their choices were respected. One person described how they had chosen how their room was set up, telling us, “Most rooms have laminated flooring but I chose carpet, they respected my choice.” This showed people had control over their environment and how they lived their daily lives.

The provider had embedded a culture of co-production, where people were actively involved in shaping both their care and the wider service. People were supported to participate in meetings about their home, contribute to decisions about how the service operated, and be involved in the recruitment of staff. This meant people had a genuine influence over who supported them and how their home was run.

People were also supported to develop independence in ways that reflected their individual goals and abilities. Staff used structured and personalised approaches to support people to build daily living skills, such as cooking, managing their own food choices and maintaining their home, with support gradually reduced to promote autonomy. This approach enabled people to gain confidence and take greater control over their lives.

Staff recognised and respected people’s diverse needs, including cultural and religious preferences, and adapted support to reflect these. This included supporting people to follow individual routines, access community opportunities and maintain aspects of their identity that were important to them.

This meant people were not only treated as individuals, but were empowered to shape their own support and daily lives. The provider’s approach resulted in people having increased confidence, greater independence and a strong sense of ownership over their home and how they were supported.

People were consistently supported to have maximum choice and control over their lives and care. Staff enabled people to make informed decisions by presenting information in ways that were tailored to their individual communication needs. We observed staff interacting with people in a calm and patient manner, allowing them sufficient time to process information and express their preferences. This supported people to make choices at their own pace.

Staff demonstrated a strong understanding of people’s preferences, and where people were unable to make specific decisions, staff used their knowledge of the person to act in line with their known wishes. Staff also described how they observed people’s responses to new experiences to understand what people enjoyed, and used this to shape future support in a personalised way. This meant people’s choices were continuously recognised and respected, including through non-verbal communication.

People were also supported to have meaningful roles and opportunities beyond the service. They attended social clubs, including specialist groups , and were supported to take part in volunteering opportunities. One relative told us, “[Person] is supported to take part in activities and get out into the community, which is really positive. For example, [person] attends an autism support club, which is great for social interaction, and staff also support with trips into town. It’s good to see that they’re encouraging [person] to stay active and involved, rather than just staying at home.” This demonstrated a strong commitment to promoting social inclusion and meaningful engagement.

Staff also supported people to take part in trips and holidays, both within the local area and further afield. This ensured people had opportunities to experience new environments, pursue their interests and maintain social connections. These opportunities further promoted people’s independence, confidence and control over how they chose to spend their time.

Staff responded promptly and appropriately to people’s immediate needs, ensuring support was delivered in a timely and person-centred way. We observed staff offering reassurance, guidance and practical support when people required assistance, enabling them to make decisions and remain involved in their daily lives.

Staff kept clear and detailed records of changes in people’s health, wellbeing and presentation. These records demonstrated that staff took appropriate action when concerns were identified, including monitoring people closely and seeking additional support from healthcare professionals where required.

People told us staff were responsive and available when needed. One person said, “They support me at all times,” which reflected the consistent and attentive support provided.

This meant people received responsive care that adapted to their needs, promoting their wellbeing and ensuring concerns were addressed without delay.

The provider supported staff wellbeing and enabled them to develop within their roles. Staff told us they felt supported by the management team and were able to seek guidance when needed. One staff member said, “If there are issues we have a discussion… [the registered manager] is supportive,” which reflected an open and supportive management approach.

Staff described having access to regular supervision, meetings and informal support, which helped them reflect on their practice and develop their skills. They told us training opportunities were provided and were useful in helping them carry out their roles effectively.

There was a positive team culture where staff supported one another. Staff explained they worked collaboratively and would assist colleagues when needed to ensure people received consistent care. This contributed to a supportive working environment and helped maintain high standards of care.

This meant staff felt valued, supported and equipped to deliver high-quality, person-centred care.