Field 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 location under the newly dual registered provider. 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.

The provider was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Staff went the extra mile to enhance people's quality of life. Small but meaningful acts of kindness were embedded in daily practice, reflecting a culture where caring for people was viewed as much more than completing tasks. For example, staff would think of people they supported when off work and purchase magazines or other items linked to their individual interests because they knew these would bring them enjoyment. One person's key worker regularly supported them to purchase clothing and gifts for their family, at their request, because they had developed such a strong and trusting relationship and understood their tastes and preferences so well. These thoughtful actions, which were woven into the culture of the service helped people maintain their identity, independence and important family relationships, while reinforcing their sense of being valued as individuals. As a result, people experienced genuine companionship and care that extended beyond their support needs, contributing to increased wellbeing, confidence and a strong sense of belonging within the home.

People were supported by staff who were exceptionally kind and caring and who placed people’s wellbeing and wishes at the centre of the care they provided. One person told us, “The staff do all they can, they’re so good and kind.” Staff developed meaningful relationships with people, took time to understand their life histories, personal preferences and understood what mattered most to them. Staff took one person on a trip to the beach and arranged for their relatives to surprise them as they knew how much this meant to them.

People were supported by staff who treated people with respect and compassion which empowered them and enabled them to achieve positive outcomes. One person told us, “They’re professional and work well together, they’re personable and professional, they respect us.”

Staff made time to sit with people and share activities, engage in conversations that interested them and provide them with companionship which promoted their emotional wellbeing and made them feel valued. We observed warm, meaningful and genuinely caring interactions between staff and the people they supported which was reflected by how people smiled and laughed together during interactions.

Staff recognised when people were anxious or withdrawn and proactively adapted their approach to reassure and provide emotional comfort to them by using personalised approaches based on what they knew was most effective for each individual. For example, staff supported them to listen to their favourite music, engaged them in meaningful activities or provided reassurance through gentle conversation. This approach helped people experience exceptionally compassionate care from staff who were dedicated to helping them live fulfilling lives and helped people feel valued, respected and cared for as individuals.

Staff ensured people were supported in a way that promoted their dignity and self worth. Staff ensured they respected people’s privacy when supporting with personal care and knocked prior to entering people’s rooms. Staff created opportunities for people to engage wholeheartedly in the home by helping to organise activities and greeting visitors to ensure they lived in a dignified way that promoted them as people and not just as a person with care needs.

The provider demonstrated an exceptional commitment to understanding people as individuals and ensuring care, support and treatment reflected their unique needs, preferences, aspirations, life histories and protected characteristics.

Staff had a detailed understanding of what mattered to people and used this knowledge to deliver highly personalised care. For example, one person was supported to visit an RAF base, enabling them to reconnect with an important part of their identity and career.

The provider went above and beyond to help people maintain valued roles, interests and community connections. One person who had previously enjoyed hosting social events was supported to organise themed evenings within the home, including Greek cultural nights. They delivered invitations to local community members, enabling them to remain socially connected and continue a role that was important to their identity and wellbeing.

Staff were proactive and creative in helping people maintain hobbies and relationships. For example, when one person's community activity group lost access to its usual venue, the provider offered the home as an alternative location. This enabled the person to continue participating in an activity that was important to them and maintain established community connections.

Care plans were detailed and reflected people's wishes, communication needs, cultural backgrounds, protected characteristics and personal goals. People were actively involved in decisions about their care and support and were empowered to make choices that enhanced their independence, wellbeing and quality of life.

Feedback consistently reflected the positive impact of the service. One person told us, "The staff do all they can, they are so good and kind." A relative said, "The care staff are exceptional." As a result, people experienced highly personalised care that enabled them to maintain their identity, remain connected to their communities and achieve outcomes that mattered to them.

The provider was exceptional at promoting people's independence, ensuring people had choice and control over their care, treatment and wellbeing.

People were empowered to live fulfilling lives with support tailored to their individual goals and aspirations. One person told us, "I've got stronger and better since moving here, they've helped me improve." Where people aspired to maintain their independence, staff supported them to reach their goals and do what they could for themselves. One person told us, “I like to stay as independent as I can and they aid that.”

Staff knew people exceptionally well and supported them to pursue interests, make decisions and access their local community in ways that reflected their preferences and abilities. People were encouraged to engage in activities of their choosing and were supported to participate fully in community life, maintaining meaningful relationships and a sense of belonging. People genuinely had control over the way in which they lived their lives and lived and engaged as individuals as part of the local community.

The provider actively fostered meaningful community connections through shared events and activities, creating a strong sense of belonging, purpose and inclusion. The service demonstrated a commitment to promoting wellbeing through creative and meaningful opportunities, including animal therapy, community art exhibitions and sip-and-paint events. These initiatives encouraged social interaction, reduced isolation and supported people's emotional wellbeing. People and relatives spoke positively about the impact these activities had on people's quality of life.

Staff consistently promoted independence and choice in everyday life. For example, mealtimes were designed to reflect a home environment, encouraging people to make their own choices and remain involved in decisions about their daily routines. One person told us, "They put the vegetables on the table so you can help yourself." As a result, people experienced a highly personalised service that maximised independence, strengthened community connections and enabled them to achieve outcomes that mattered to them.

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.

People received timely support when their needs changed or when urgent assistance was required. Staff knew people well and responded promptly to concerns about their health, wellbeing and comfort. Records showed staff acted quickly when people became unwell, seeking advice from healthcare professionals and ensuring appropriate treatment was obtained without delay.

Care plans contained guidance to help staff recognise signs of deterioration and described the actions to take to ensure people remained safe. People and their relatives told us staff were responsive and available when needed, and call bells were answered in a timely manner. The provider worked effectively with external professionals, including GPs and community healthcare teams, to ensure people’s immediate needs were addressed and continuity of care was maintained. This meant people received the care they needed when they needed it.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The provider showed an exceptional commitment to staff wellbeing and development, recognising that a supported and motivated workforce was key to delivering high-quality, person-centred care. Staff consistently described feeling valued, respected and supported by leaders who were approachable, responsive and invested in their wellbeing. One staff member told us, “I love my job and feel supported and valued in my role”. Another staff member told us, “We have a phenomenal team of which I’m proud to be part of.”

Leaders actively sought staff feedback through regular meetings, supervision and informal engagement. Staff told us they felt listened to and empowered to contribute ideas and improvements, creating a positive and inclusive culture. For example, staff were encouraged to share ideas about what activities were of interest to people and what would positively benefit the people living in the home. The leadership team were proactive in taking staff ideas on board and making them a reality where they would be of benefit.

There was a strong focus on helping staff reach their full potential through training, supervision and development opportunities. For example, the provider had helped the new manager to develop their skills through training, qualifications and mentoring to progress from a care assistant to the manager’s position. This enabled them to bring a wealth of practical experience and knowledge of the home and the people who lived there to achieve the shared goal of positive outcomes for people.

The provider recognised individual strengths and adapted support to meet staff members' needs. For example, when one staff member struggled to adapt to new technology, tailored support and alternative equipment were provided, enabling them to work confidently and effectively.

Staff felt recognised and appreciated for their contributions through initiatives such as Employee of the Month and Carer of the Year awards. Staff who received these awards were also rewarded with gifts and vouchers as a sign of appreciation for their hard work. The manager celebrated staff success in regular team meetings. Where staff demonstrated a continued outstanding level of practice, they were celebrated and the manager discussed what could be learnt from their positive actions to improve the service. These schemes celebrated good practice and encouraged staff to share ideas that improved people's experiences and outcomes.

As a result, the service benefitted from a highly engaged, skilled and motivated workforce. Staff morale was high, there was a strong sense of teamwork and pride, and people received consistent, compassionate and person-centred care from staff who felt valued and supported in their roles.