Lang Riggs 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.

Staff understood the importance of building trusting relationships with young people experiencing mental health difficulties and delivered care in a warm, empathetic and person-centred manner. The service culture promoted dignity, respect and emotional wellbeing, ensuring young people were supported through both everyday experiences and periods of distress.

Our observations showed staff demonstrated a genuine commitment to understanding each person's individual experiences, preferences and aspirations. Interactions were caring, patient and respectful. Staff took time to listen to young people, acknowledge their feelings and provide reassurance when needed. This helped young people feel safe, understood and able to develop positive relationships with those supporting them.

Young people's privacy and dignity were always respected. Staff treated personal information confidentially and were mindful of maintaining privacy when discussing care and support needs. Young people were encouraged to make choices about their daily lives and were supported in ways respecting their individuality, identity and personal preferences.

Care was delivered sensitively and promoted self-esteem, confidence and independence. Staff recognised young people receiving support for mental health needs could experience periods of vulnerability and emotional distress. During these times, staff responded with compassion and understanding, ensuring support was delivered in a way which helped to reduce anxiety and promoted emotional wellbeing. Young people were treated as individuals, and staff adapted their approach according to each person's needs and preferred methods of communication.

Staff worked positively with families, where applicable, healthcare professionals, social workers, education providers and other partner organisations. Communication helped to promote effective partnership working and ensured young people experienced coordinated care. Staff treated colleagues from external organisations professionally, recognising the value of collaborative working in achieving positive outcomes for young people.

Leaders promoted caring values throughout the service and acted as positive role models. Staff were encouraged to demonstrate empathy, respect and compassion in all aspects of their work. This was reflected in the positive and supportive atmosphere observed throughout the home.

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.

Staff recognised every young person had unique experiences, circumstances and goals, and delivered care in a way which respected individuality and promoted positive outcomes. The provider's approach reflected a strong commitment to person-centred care and ensuring support was responsive to each young person's identity and life journey.

Care planning reflected a detailed understanding of each young person's emotional wellbeing, mental health needs, communication preferences, interests, personal history and future aspirations. Staff took time to get to know young people as individuals and used this knowledge to provide meaningful and relevant support, focussing on what mattered most to them.

Young people were actively involved in decisions about their care and support; staff listened to their views and encouraged them to express their wishes, preferences and ambitions. Support arrangements were adapted to reflect individual choices and goals, helping young people to develop confidence, independence and greater control over their lives. This approach ensured care was personalised rather than based on standardised routines or assumptions. A young person told us, “Staff do share my care plan and sometimes I do get involved in my care planning; I would speak to my key worker if I needed any changes. The plan is reviewed weekly with the doctor.”

Staff recognised and built upon young people's strengths and abilities. Rather than focusing solely on needs and risks, staff supported young people to develop skills, pursue interests and achieve personal goals. This approach promoted resilience, self-esteem and recovery, helping young people to fulfil their potential and prepare for greater independence in the future.

Staff understood the importance of recognising young people's cultural backgrounds, identities, beliefs and protected characteristics. Individual differences were respected and valued, and support was adapted where necessary to ensure young people received equitable care.

The provider regularly reviewed care and support to ensure it continued to meet young people's evolving needs and preferences. Staff were responsive to feedback and made adjustments when required, helping to ensure support remained person-centred and outcome focused.

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

Staff recognised the importance of supporting young people with mental health needs to develop confidence, make informed decisions and exercise their rights. The provider’s model of care empowered young people to take an active role in shaping their lives and achieving their personal goals. A young person told us. “All the staff are lovely; they have really helped me to become who I am today and the progress I have made.”

Staff worked alongside young people to understand what was important to them and encouraged them to participate in decisions about their care and support. Young people were given opportunities to express their views, preferences and aspirations, and these were reflected in care planning and daily support arrangements. This helped to ensure support was tailored to individual needs while promoting autonomy and self-determination.

Staff understood the importance of balancing safety with independence. Young people were encouraged to develop practical life skills, take increasing responsibility for aspects of their daily lives and participate in activities which promoted confidence and personal growth.

Young people were supported to understand their rights and make informed choices about their care, treatment and future plans. Staff provided information in accessible ways enabling individuals to engage fully in decision-making processes. Where appropriate, staff supported young people to access additional advice, advocacy or specialist services to ensure their voices were heard; this was confirmed by a formal independent advocate who contacted us.

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 demonstrated a strong awareness of the importance of recognising and responding to changes in young people's emotional wellbeing and mental health. Young people were supported by an attentive staff team who were responsive to their needs and committed to reducing distress and promoting wellbeing.

Young people were encouraged to express their views, feelings and wishes, and staff listened carefully to what they said. Care and support were delivered flexibly and reflected the changing nature of young people's needs. Staff took account of feedback and acted on information shared by young people to ensure support remained relevant, responsive and person-centred. This helped young people feel their voices mattered and they had influence over the support they received.

The provider ensured staff had access to information about each young person's needs, triggers, coping strategies and preferred methods of support. Effective communication between staff helped ensure consistent responses and continuity of care. Information was shared appropriately through handovers, care planning processes and team discussions, enabling staff to respond quickly and effectively to emerging needs.

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

The provider had developed comprehensive arrangements to support staff wellbeing and professional growth, helping to ensure the workforce remained skilled, motivated and effective. Staff told us they felt valued by leaders and were supported to carry out their roles effectively.

There was a positive and inclusive culture where staff wellbeing was actively promoted, and individuals were encouraged to raise concerns, seek support and contribute ideas for service improvement. Managers maintained regular contact with staff and created opportunities for open discussion through supervision, team meetings and informal support arrangements.

The provider recognised the emotional demands associated with supporting young people experiencing mental health difficulties and ensured staff had access to appropriate support. Staff received regular supervision and reflective practice opportunities, enabling them to discuss challenges, learn from experiences and maintain their emotional resilience. This helped staff feel supported and equipped to respond to the needs of young people in a compassionate and professional manner.

There was a workforce development plan for 2026. Leaders had established a clear strategy for staff learning and development which aligned with the needs of young people and the future direction of the service. The development plan identified training priorities, opportunities for career progression, leadership development and specialist learning relevant to supporting young people with mental health needs. This demonstrated a proactive approach to building and maintaining a skilled and knowledgeable workforce.

Leaders acted as positive role models and fostered a culture where staff were respected, listened to and involved in the development of the service. The provider understood the link between workforce wellbeing and quality of care and had taken meaningful steps to ensure staff had the resources, support and opportunities needed to succeed in their roles.