Nightingale

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 service 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 service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.People and their relatives consistently told us staff were kind, caring, and respectful. Personal information was kept confidential and that their individuality was recognised. One person said, “I like all the staff. They are nice and always smiling’’, while relatives commented, “Staff are fantastic, and some are fabulous’’ and “Staff are always friendly and have a good connection with our loved one.’’ Health professionals also confirmed staff consistently showed kindness and respect. During the inspection, we observed numerous warm and natural interactions, with staff speaking patiently and warmly, highlighting the service’s caring and respectful culture. A person said, “Staff were caring and thoughtful.’’ Relatives praised the personalised care: ‘’They have our loved one’s best interest at heart. They do monitor the staff, so they do job properly. They are caring. I am very happy and feel comfortable that they employ good people. [Family member name] is safe, occupied, and cared for.’’ Another said, “Our loved one is often emotionally distress, and they think ahead about possible situations. I think they try very hard to do their job.’’

The service 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.People were consistently treated as individuals, with their choices and preferences guiding their support. People and relatives described the service as kind, inclusive, and personalised. Staff knew people well and adapted support around routines, communication, and interests. Care plans and risk assessments were detailed, regularly updated, and tailored to each person. People were supported to communicate their wishes and have control over their day. We observed staff respond to people's individual communication styles to meet their needs, staff demonstrated they were skilled at picking up people's non-verbal cues such as gesture, eye contact and touch. A staff member said, “I find it very rewarding and empowering to help people to be heard. I love being able to give them a better life and more experiences. I can come up with ideas to provide new experiences and my manager will say, yes, go for it.’’ Activity calendars reflected people’s preferences, including both group and individual options, adapted to each person’s ability. Activities ranged from local outings, holidays, and cinema trips to hobbies like colouring, gardening, and sports. One person said, “Colouring makes me happy.’’ A professional said, “Staff know the person well. They understand their care needs and the support required. They are also aware of non-verbal signs and how best to support the person.’’ People were involved in decisions through monthly activity calendars, one-to-one house meetings, pictorial tools, and simplified language.

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.The service listened to and understood each person’s needs, wishes, and views. Staff responded quickly to people’s emotions and acted immediately to reduce any discomfort, concern or distress. Independence and choice were central to the service’s culture. People were encouraged to make their own decisions in everyday life, from what to eat and wear to how to spend their time. Staff understood that meaningful choice was not just about major decisions but about the small, daily moments that shaped people’s lives. One staff member said, “We always give people choices. We promote personal care and encourage them to do what they can. We help them choose food, offer more water and take for walks to help de-stress if anxious.’’ People created personalised timetables with staff and families, using communication tools suited to them. These reflected what they enjoyed both at home and in the community. Staff celebrated people’s progress and helped them build confidence through small, meaningful steps. For example, one person who had previously found cooking difficult because of sensory overstimulation was gently supported to develop skills over time. Health goals were included in personalised plans. Staff worked with professionals in regular meeting to ensure plans stayed effective, relevant, and focused on each person’s goals. The consistent compassion, creativity, and commitment shown across the service.

The service listened to and understood people’s needs, views and wishes. Staff respond to people’s needs in the moment and acted to minimise any discomfort, concern or distress.People’s needs were recognised and met without delay. The partnership between staff, managers, and clinicians was person-centred care, where every action focused on enhancing people’s quality of life. Staff knew each person well, their routines, preferences, and emotional needs, allowing them quickly to recognise signs of distress, and offer support. People received help when needed as staff were always visible while respecting independence. A staff member said, “We prioritise the people we care for and try to meet their needs together.’’ Staff promptly addressed changes in people’s behaviour or mood. For example, when person experienced anxiety, support was put in place quickly, helping them to feel better much quicker. The service also focused on keeping care as least restrictive as possible, the registered manager and staff team actively reassessed the environment to ensure people were able to move freely, adaptations were made to promote easy access throughout the building. Staff were kept informed through handovers and team meetings. A staff member said, “We get updated during handovers and review new risk assessments and care plans. We sign to confirm.’’ This coordinated approach ensured people felt safe, valued, and empowered. Prompt responses, personalised support, and regular review led to better outcomes, fewer incidents of distress, and greater trust from people, families, and professionals.

The service cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care.The service promoted staff wellbeing and provided a supportive environment. Staff told us they enjoyed their work and felt supported by the management team, both professionally and personally. Regular supervisions and informal discussion allowed them to reflect, seek guidance, and get extra support when needed. Staff said the workplace culture valued their contributions and encouraged them to grow. One staff member said, “I am extremely happy with the support from management, and whenever I have a problem, they help. I am grateful to be able to learn a lot. Staff know the people well and support me, I think the world of them.’’ There was a strong sense of teamwork, mutual respect, and shared commitment to high-quality of care. Staff described a supportive culture: “We all bring something different. We watch out for each other. We have fun, we bounce off each other, and we gel well and a team.’’