Trinity 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 service. 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.

People were treated in a kind and caring way by the staff who supported them. One person said, “We have the best staff here. I look forward to [staff member’s name] coming in as I get on well with them and we have a laugh too.” One relative said, “The staff are all great, they are caring, sensitive and they make the home feel like one big family for [person’s name]. They are very welcoming to me too, so I feel able to visit at any time.”

We observed caring interactions between staff and people, which promoted their dignity and privacy. Staff were kind and caring in their approach, giving people their time and listening to people’s wishes. One staff member said, “I love my job, it is so rewarding supporting people, and we are lucky to have the time to devote to people, building trusting relationships and which creates a calm and happy atmosphere.”

Staff promoted a caring environment and supported one another in the same way. One staff member said, “There is 100% kindness in the team, everyone works well together. We all care about the people who live here and each other which makes a friendly and loving atmosphere.” Another staff member said, “The staff team is very caring, it is so nice to be cared about within your team. I couldn’t wish for better place to work.”

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 understood how each person preferred to communicate. Before offering any support, they asked people what they needed and listened carefully to their responses. They adapted their approach to suit each person’s preferred communication method, which helped people’s understanding and enabled them to make choices about their own care.

Staff were respectful of people’s diverse backgrounds, needs, and identities. They treated everyone fairly and promoted an inclusive, non‑discriminatory culture. This respectful approach was evident in how staff spoke with and supported people, always ensuring they were treated with dignity and made to feel valued.

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

People had choice and control over the support they received from staff. One person said, “I have weekly meetings with my key worker, they listen to what I want to do, and we discuss how and when we can do things together.” A relative said, “[Person’s name] does so many things they enjoy now, the staff have asked us what they like to do as they have difficulty communicating. Staff arrange different activities which they enjoy doing.”

Staff engaged with people in ways that reflected their individual communication styles, promoting choice, control, and independence. Before offering support, staff encouraged people to carry out tasks they felt able to do for themselves. Staff supported and encouraged individuals to participate in day‑to‑day living tasks, such as cooking and cleaning, helping them to develop and maintain their independent living skills.

People were supported to engage in meaningful home‑based and community‑based activities that reflected their interests and lifestyles. These included ten-pin bowling, snooker, accessing the gym, exploring other cultures and visits to museums alongside relaxing with their iPad at home or exploring other cultures and languages through educational television programmes. This demonstrated the provider’s commitment to supporting people’s wellbeing and sense of fulfilment.

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 told us staff supported them if they felt distressed or were in pain. One person said, “The staff are really good, they know when something is bothering me and listen to me. I feel very safe knowing staff are here to help.” A relative said, “The staff are great, they are patient when [person’s name] becomes distressed and know how to help them.”

Staff knew people well and were able to interpret non-verbal cues, including signs of pain, distress, or discomfort. For example, staff recognised when individuals were becoming upset, or in pain, and responded promptly and sensitively. Staff told us how they supported a person with seizures and the importance of knowing the actions to take to act quickly, which were detailed in individual care plans.

When a person had been admitted to hospital the staff remained with them throughout their stay. This ensured the individual was understood, supported in expressing their needs, and kept comfortable during a potentially distressing experience. This example highlighted the provider’s commitment to continuity of care and emotional support beyond the home environment.

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

Staff told us they felt supported by the registered manager who was caring, listened, and acted when needed. One staff member said, “The registered manager really cares about us all, and it is lovely to know I can talk to them if I have any personal issues that may affect my role.” Another staff member said, “I feel valued, and have a regular supervision. [Registered manager’s name] is really understanding when I need to attend medical appointments, they know me well and always ask if I’m okay or if there us anything they can do to support me.”

Debrief sessions were carried out by the registered manager to provide an opportunity for staff to discuss how they were feeling following incidents where people had displayed distressed behaviours, which affected staff emotionally and physically. The registered manager shared plans to introduce a staff wellbeing check to be available for staff to check in on how they are feeling and raise any concerns about their physical and emotional needs.