Sternhill Paddock

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 changed to 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 90 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff demonstrated outstanding levels of kindness, compassion and respect. Everyone we spoke with, including people using the service, their relatives, advocates and external professionals, praised the whole staff team for consistently going above and beyond in the care and support they provided. The feedback we received was exceptionally positive and demonstrated a deeply embedded culture of warmth, empathy and person‑centred practice.

People told us how safe, valued and respected they felt. One person said, “Staff show exceptional kindness.” Another shared, “Staff make this my home, they protect me and would never hurt me.” These comments reflected not only the trust people had in staff but also the strong emotional security that staff had worked hard to build.

Relatives echoed this sentiment and described the profound impact staff had made on their loved ones’ lives. We saw written feedback from one relative who explained that the care provided by staff had “given” them their relative back. They described how they had been able to rebuild their relationship with the person and were now in regular contact and visiting the home. This demonstrated the transformative effect of compassionate, sensitive and highly personalised support.

Advocates and professionals also spoke very positively about staff attitudes and behaviours. They consistently emphasised the team’s patience, empathy and ability to form meaningful, trusting relationships with the people they supported. Staff displayed an in‑depth understanding of each person’s emotional needs and communicated with sensitivity, respect and genuine affection.

Throughout our observations, staff interactions were warm, thoughtful and respectful. Staff took time to listen, offered reassurance when people were anxious, and celebrated people’s achievements. They ensured every person was treated as an individual and with dignity at all times.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. For example, staff showed exceptional kindness and sensitivity in supporting people through experiences of grief and loss. The service showed outstanding practice in treating each person as an individual, understanding their emotional needs, personal histories and communication styles. Staff took great care to recognise how grief might affect each person differently. This enabled staff to provide meaningful, compassionate support that upheld people’s dignity and prevented distress from escalating into behaviours of concern.

For individuals who had difficulty verbalising their emotions, staff used personalised communication tools, such as visual prompts, reassurance objects and quiet, low‑stimulus spaces, to help them understand what had happened and to process their feelings safely. They also adapted routines gently and consistently to provide a sense of stability during a potentially confusing and distressing time and supported people to purchase item for events such as clothing.

Staff also recognised the importance of maintaining family and personal connections not only during difficult times. They worked closely with relatives to facilitate meaningful contact, using photos, and gentle conversations to help people remain connected to those they cared about. Families told us they valued the team’s empathy and found comfort in the thoughtful ways staff kept them involved.

Staff and leaders had an in‑depth understanding of each person’s social history, background and the things that mattered most to them. Care plans were highly personalised and reflected people’s individual preferences, needs and aspirations. Staff used this information skilfully to support people to make informed decisions and to lead their own lives in ways that were meaningful to them.

The service consistently went above and beyond to promote people’s autonomy. People were supported to develop independence at a pace that suited them, with staff offering encouragement, guidance and opportunities rather than doing things for people. For example, staff supported a person to become more independent and to have greater control over their life by using step‑by‑step exposure to activities that had previously frightened them. This approach enabled the person to access new environments they wanted to experience. This approach was applied to other people, if they wished, and resulted in people building confidence, developing new skills and taking greater ownership of daily routines and long‑term ambitions.

Staff enabled people to attend social events, participate in educational programmes and maintain strong links with the local community. Examples included enjoying visits to the local pub and café, engaging in activities that reflected their interests, and expanding their social circles. These opportunities were not only enjoyable but also formed part of people’s personal development, helping them feel included, valued and connected.

The service also demonstrated outstanding practice in supporting people with significant life goals. Staff worked with individuals to make larger, meaningful purchases, such as vehicles, to increase their independence and expand their access to the community. This enabled people to travel more freely; pursue activities they enjoyed and take greater control over their daily lives. Staff ensured the process was fully supported by ensuring staff who held a driving license were always accessible, as well as identifying and planning long‑term goals, showing a deep commitment to empowering people to lead fulfilling, self‑directed lives.

Staff responded well to people’s immediate needs, including when individuals were unable to communicate discomfort or pain verbally. People had detailed communication plans in place that clearly guided staff on how each person expressed distress, discomfort or changes in their health through their body language, behaviour, facial expressions or routines. These plans were personalised, regularly reviewed and effectively embedded into daily practice.

Staff were able to describe, with confidence, the specific signs that indicated when a person might be in pain. For example, they explained how changes such as withdrawal, altered posture, repetitive movements or increased agitation could signal discomfort. They also monitored for smaller cues unique to each person, such as changes in eye contact, appetite or vocalisations. This ensured staff could identify emerging issues at an early stage.

Records showed that when staff noticed these signs, they acted promptly, offering reassurance, adapting activities, and escalating concerns to healthcare professionals where necessary. This proactive approach helped prevent pain or distress from escalating and ensured people received timely support.

Staff felt well supported in their roles and described a positive working culture where wellbeing, teamwork and personal development were prioritised. Staff consistently reported that they felt valued, listened to and enabled to carry out their roles effectively.

Staff spoke positively about their experience of working at the service, with one member of staff saying, “This is the most fulfilling care role I have had, I honestly feel I make a difference.” This reflected the strong sense of purpose and personal satisfaction staff gained from their work.

Another member of staff explained, “The support is great, I am asked for my input and opinion. We are a true team.” Staff felt their views were welcomed and contributed to decisions about care and service development. This inclusive approach promoted ownership, confidence and cohesion within the workforce.

Staff said they received regular supervision, accessible guidance from the registered manager and ongoing opportunities to develop their skills. They felt comfortable raising concerns or asking for advice, and said they were met with understanding and constructive support. This had a clear positive impact on staff morale and helped maintain a stable and motivated team.

The service demonstrated good practice in workforce wellbeing and enablement. Staff felt supported, involved and appreciated, which contributed directly to the caring and consistent support people received.