19 Leicester Villas

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 of the service under the current provider. 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 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. We observed warm, respectful and relaxed interactions between people and staff. Staff understood people's communication and gave them time to express themselves. People appeared comfortable in staff's company. Relatives were consistently positive about people's relationships with staff. One relative said, “I’ve never seen [person] so happy as [person] is there,” while another said staff “genuinely care about their residents.” This reflected the caring relationships we observed.

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 knew people well and understood their individual routines, preferences, interests and ways of communicating. Care plans described what was important to people and how they preferred to be supported. Staff adapted their approach to people's individual communication rather than expecting people to express their wishes verbally. This helped people receive support based on their individual needs, strengths and preferences.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. We observed a person completing their laundry. Staff respected how the person chose to fold and arrange their belongings and supported them to complete the task themselves. This helped the person maintain independence and control over their everyday life. Care plans guided staff to encourage people to do as much as they could for themselves while providing support when needed. Relatives described people becoming more independent in everyday tasks, making choices about what they wore and increasingly expressing what they wanted. One relative described how [person] had started asking to help with tasks, which they had not done previously. This showed people were supported to develop skills, make choices and become more involved in their everyday lives.

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. During our observations, a person repeatedly used a word which staff recognised as a request for a particular television programme. When the first programme selected was not what the person wanted, staff continued until they identified the correct one. The person smiled when it was played. Staff also understood their request for a hot chocolate and prepared it for them. Staff knew the person’s individual communication well. This meant they could recognise and respond to the person’s wishes, even when these may not have been immediately understood by someone less familiar with them.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff described managers as approachable and supportive. One said, “Managers checked how we’re feeling, like physically, mentally, emotionally.” Staff described flexibility when they were unwell or needed short notice leave and felt able to approach managers for support. The provider had arrangements in place to support staff working alone, including a lone-working policy. However, some staff described occasions when lone working and competing responsibilities placed additional pressure on them. Overall, staff spoke positively about the support they received from managers.