Hazelwood Lodge Limited

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

Staff interactions supported people to feel safe, valued and respected. We saw staff approach people gently, speak with them at their own pace and offer reassurance when people needed comfort. Staff used appropriate touch to support communication and engagement, and people appeared at ease in their company.

Privacy and dignity were promoted during care. Staff described how they protected people’s dignity by closing doors, covering people appropriately during personal care and explaining each step before providing support. A staff member told us, “When doing personal care I close the door. When washing I cover them, speak politely, explain to the person what I am doing, like washing or combing hair, and give them choices.”

Staff also respected people’s personal space. They knocked on bedroom doors and waited before entering, which helped maintain people’s independence, privacy and personal boundaries.

People were supported in ways that reflected their individual identity, communication needs and preferences. Care plans included information about people’s religious, cultural and personal needs, so staff had guidance about what was important to each person.

Staff described how they got to know people well and understood their individual ways of communicating. Relatives confirmed staff used this knowledge to provide personalised care and support. One relative told us, “The care workers have really good knowledge and skills to deal with my [relative’s] complex needs.”

Relatives told us staff supported people to celebrate events, routines and traditions that mattered to them. This helped ensure people’s care reflected their individual needs, backgrounds and preferences.

The provider promoted people’s independence, choice and control in a way that had a positive impact on their quality of life. Staff adapted how they shared information, so people had the best opportunity to understand options and express preferences. We observed staff giving people time to process information and make choices. Staff used a calm approach and paid attention to people’s responses, including when they were introduced to new activities or experiences.

Where people were unable to make some choices independently, staff used their knowledge of the person’s preferences to guide support. Staff encouraged people to do things for themselves where this was safe and appropriate, including aspects of personal care, getting dressed and taking part in activities.

People had access to a wide range of social, leisure and community opportunities. A relative told us, “They take my [relative] out three times per week. They take my [relative] to restaurants and have offered to take him to a club.” A staff member told us, “We have weekly activities. We take wheelchair users to bowling. We also take the residents to the park, restaurants, day centres, pub, disco and even take them on holidays.”

The provider had developed the garden as an active and meaningful space for people, rather than only a place to sit. People could use equipment including a basketball net, football goal and trampoline. The trampoline had been provided in response to a person’s request, with safety measures and training in place. People also had opportunities to grow and use produce from raised beds and fruit trees, with plans to grow further food such as tomatoes. This supported people to take part in activities that promoted enjoyment, physical activity, independence and everyday skills.

People were also supported to make informed choices about outings and holidays. Information about activities and trips was displayed using photographs, and people were able to choose whether they wanted to take part. Some people were looking forward to a planned trip, while others were reassured, they did not have to attend if they did not want to. This demonstrated that people were offered meaningful opportunities, while their choices and preferences were respected.

Staff acted promptly when people needed support or when there were signs their needs may have changed. During our visit, we observed staff responding appropriately when a person needed support. Records also showed staff monitored accidents, incidents and changes in people’s health, and contacted other professionals when additional advice or treatment was needed.

Staff were attentive to people’s emotional wellbeing as well as their physical needs. We observed staff respond thoughtfully when a person became concerned about how others referred to them. Staff took time to listen, explain and reassure the person in a way that helped reduce their anxiety.

There were arrangements to help staff identify and respond to potential health risks. For example, some people had alert systems linked to epilepsy risks, and first aid equipment was available in the home. Staff completed regular checks of people’s weight, blood pressure and oxygen levels. This helped staff recognise when people may need further support.

The provider supported staff to feel confident and enabled in their roles. Staff told us they had access to guidance when they needed it and felt able to discuss practice, concerns or changes in people’s needs with managers.

Relatives described the management team as accessible and responsive. A relative said about the registered manager, “I’m always able to get through when I call. I can text [registered manager] at any time and I know I will get reply in a timely manner. I can discuss any issues I have and know [the registered manager] will sort it out.”

Staff told us the registered manager was visible and worked alongside them, which helped create a supportive culture. A member of staff said, “The manager is amazing, he does not just stay in the office, he is there with us helping and caring for the residents.”

This meant staff had practical support and leadership in the service, which helped them deliver care that was responsive to people’s needs.