CSL Spilsby

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 good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 70 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff always treated people with kindness, empathy and compassion and respected their privacy and dignity. One person said, “Staff are amazing, they look after me.” Staff treated colleagues from other organisations with kindness and respect. Staff consistently demonstrated compassion and respect in their interactions with people. Conversations were natural and comfortable, reflecting strong, trusting relationships. People were treated with genuine warmth, which supported their emotional wellbeing. Feedback from people and their relatives was positive, with relatives highlighting the caring nature of staff and the quality of interactions observed. A relative told us, “I know [my family member] is happy there as they want to go back to their home and not here with me.” A compassionate approach was embedded in everyday practice and contributed to a culture of kindness.

Staff 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, unique backgrounds and protected characteristics. Care planning was personalised and reflected each person’s preferences, life experiences, and identities. One person told us about how they were involved in performing in a musical show locally and had been in a pantomime. They also spoke of future wishes to go to nightclubs, develop relationships and go on holiday and days out to Harry Potter World. Staff were supportive and helped people to arrange this.

Most staff promoted people’s independence. People were able to choose what they wanted to do and people and relatives told us about a variety of activities such as day trips, spa days and seeking employment. A person said, “I have my plans, but I can change my mind about what I do. Staff help me with cooking and laundry.” One relative told us, “I like the independent living, and they have a list up of tasks like cooking and doing the bins.” Some concerns were raised about delivery of care not always supporting people’s choices, our observations showed that people were encouraged to make their own decisions wherever possible. Staff told us people’s choices were sometimes limited due to staffing availability impacting on their 1:1 hours. Staff told us people’s choices often were linked to the day service Linkage Choices. While we found no evidence to support this, it was a reoccurring theme of concern amongst staff and relatives.

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 to urgent needs and changing circumstances. People knew how to access additional support through the on-call system, which was well understood and used effectively. Care delivery was flexible, with visit times adjusted to suit how people chose to spend their time. This responsiveness ensured that care remained aligned with people’s preferences and supported their overall wellbeing.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff wellbeing was actively supported through open leadership, access to resources, and opportunities for training and development. The service demonstrated compassion in supporting both staff and people following events that caused distress. Staff shared they felt listened to and supported by the manager and the deputy manager. However, some staff reported feeling less supported by senior managers who they felt did not listen and were not always available.