Hatzfeld House

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people’s outcomes were consistently better than expected compared to similar services. People’s feedback described it as exceptional and distinctive.

This service scored 92 (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 made sure people’s care and treatment was effective by thoroughly assessing and reviewing their health, care, wellbeing and communication needs with them.

People and their relatives were involved in care planning and care plans always person-centred and reflected people's holistic individual needs; these were regularly updated to reflect any changes. Care plans for specific care needs were included. For example, we saw a safety plan for a person who was at risk of harming themselves.

Communication needs were thoroughly assessed and fully embedded into care using a highly person-centred approach. For example, one person who was non-verbal expressed a preference not to use pictorial aids and instead chose to write down their wishes. Staff respected this choice and ensured appropriate equipment was readily available, enabling the person to communicate in the way that suited them best. This demonstrated exceptional flexibility and commitment to individual preferences.

People were proactively supported to access the right services without delay, ensuring their health and wellbeing were consistently prioritised. One person told us, “They always take me wherever I need to go.”

Individuals and their relatives told us staff communicated information in a clear, personalised way that promoted understanding and confidence. Highly effective clinical assessment tools were used to identify needs accurately, and these were reviewed regularly to ensure care remained effective and tailored to each person.

Staff knew people very well and were responsive to people's needs and concerns that were acted upon. Regular staff meetings were held to ensure people’s needs were discussed in depth, fostering a culture of collaboration and continuous improvement. Staff were actively encouraged to share ideas and make suggestions on how best to enhance support, demonstrating a commitment to innovation and person-centred care. A highly effective key worker system was in place, ensuring people received personalised one-to-one care that was reviewed frequently to maintain exceptional standards and responsiveness. One staff member told us, “We have a discussion with our assigned resident and complete a summary of support needs and desired outcomes and how staff can support to deliver that.” Care plans reflected this practice; we saw a person’s care plan who had specific key worker support due to a recent change of environment in the home; this evidenced that people’s emotional wellbeing as well as physical wellbeing was always assessed.

People’s needs were assessed thoroughly and proactively through truly knowing people with the support of clinical tools and a highly person-centred approach, ensuring care was tailored, effective, and continuously reviewed to maintain exceptional standards.

The provider always planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation. They worked to develop evidence-based good practice and standards.

Care and treatment always reflected current best practice and guidance. People received person-centred tailored support at mealtimes and people enjoyed their meals in a calm relaxed environment promoting a positive and engaging mealtime experience. We observed staff support people with differing needs with patience and compassion, promoting people’s independence and autonomy using a seamless approach.

People had a choice of menu options and alternatives were available if required. We observed people were given several choices at lunchtime and people were able to express their individual preferences. People and relatives told us they really enjoyed the food, comments included, “There is always a choice of meals. [Person] is able to eat in the dining room, thanks to the one-to one care.”, “[Person] does enjoy the food…a carer came in and showed [person] two pictures of food for lunch and asked which he would like” and “I like the food, we had salmon today and peaches and cream”

Diet and nutrition Champions were in place to monitor people’s diet and fluids; meetings were held monthly to review outcomes and discuss individual support needs. By championing diet and nutrition, this role ensures people receive tailored, healthy choices that promote wellbeing, independence, and a positive dining experience. The registered manager regularly monitored people’s weights and where people experienced unexplained weight loss, appropriate referrals were made and diets adapted accordingly. Kitchen staff demonstrated exceptional knowledge of people’s preferences and were fully involved in meeting their nutritional needs. Special dietary requirements were catered for meticulously, and the cook actively sought feedback from people to continually improve menus in line with individual choices. Menus were creative and inclusive, featuring themed evenings such as ‘fake away’ nights, offering homemade versions of popular takeaway dishes like KFC and Chinese, which added variety and enjoyment to mealtimes.

Care and treatment were consistently planned and delivered in line best practice, and evidence-based standards. Staff worked collaboratively with people to ensure what mattered most to them was central to care decisions. Clinical tools and guidance were used effectively to assess, monitor, and adapt support, ensuring interventions were safe, personalised, and continuously reviewed to achieve the best possible outcomes.

Leaders and staff always worked well across teams and services to support people. They shared thorough assessments of people’s needs when they moved between different services, so people only needed to tell their story once.

Staff worked in a consistent proactive approach with multidisciplinary teams to achieve the best outcomes for people. Comments from professionals included, “They are supportive of residents who can move on to a more independent setting and are never obstructive when residents wish to move… the approach is person centred and responsive to needs” and “The staff and the management team work extremely well and very closely with me and will be in regular contact should there be a need.”

We observed teams within the service to have genuine kind professional relationships, each team valuing the importance of their roles. Every team was trained to deliver personal care to ensure if people needed support they were trained to meet their need. One staff member told us, “On the floor everyone is trained to support with personal care, if someone needs help with toilet facilities, no-one should walk past, there is no hierarchy.”

Care plans were person-centred and detailed people’s holistic clinical needs and referrals to healthcare professionals were made in a timely way. The provider maintained strong, professional relationships with healthcare partners, enabling seamless collaboration and coordination to inform people’s care and multidisciplinary meetings were in place to monitor and deliver effective care. Weekly video GP rounds ensured regular reviews, while frequent contact with district nursing and mental health teams supported timely interventions and holistic planning. This proactive, integrated approach consistently achieved the best possible outcomes for people.

People were always supported to maintain and improve their health and wellbeing to fully maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support. External health and social care professionals were routinely involved where required. One health care professional told us, “All residents at Hatzfeld are supported to live healthy lives and are treated with the upmost respect and dignity. The service were very responsive to people’s needs and as previously stated will always go above and beyond for each resident they care for.”

Staff completed training in several clinical areas, such as diabetes, dysphagia, nutrition and hydration and mental health to improve people’s outcomes and people had access to healthcare in the community. For example, a mobile dentist came to see people who were unable to travel to community dental services.

There were numerous Champions to promote people to live healthier lives, these included champions in Oral Health, Dignity, Medicines, Continence, Diet and Nutrition and more. Champions proactively worked with staff teams to promote best practice in clinical areas. For example, there was a Celebration Champion who ensured people’s special occasions were celebrated in a person-centred way by ensuring parties and gifts were tailored to their personal interests. The oral health champions ensured people's oral health was assessed and reviewed with people having oral health risk assessments and care plans to improve their outcomes in oral health.

People were always empowered to live healthier lives through proactive, evidence-based care, specialist training, and strong partnerships, with Champions driving best practice and ensuring wellbeing and dignity remained central to every aspect of support.

People’s outcomes were always monitored and used to continuously drive improvement. The provider ensured that outcomes were positive and consistent, and that they fully met both clinical expectations and the expectations of people themselves.

Each person had a clearly defined ‘Desired Outcomes’ plan that captured what mattered most to them, from simple personal goals like buying new pyjamas, which meant the person was personally fulfilled to meaningful experiences such as attending live music or joining more activities; this resulted in the person feeling include and content. These outcomes were fully embedded in care delivery, with staff taking pride in supporting people to achieve their goals. Achievements were recorded in care plans with photographs, evidencing a strong commitment to personal aspirations and wellbeing. One person told us, “They always try to improve”

Care plan audits were completed regularly to monitor progress and identify any changes in people’s needs. Where updates were required, action was taken promptly. Monitoring tools were used to identify and monitor emerging healthcare needs and external healthcare professionals were regularly involved in improving people’s outcomes. For example, the falls team for people experiencing an increase in falls; this ensured people’s risks were minimised in relation to falls.

The provider always carefully explained to people what their rights around consent were, made sure they fully understood them and always fully respected these when delivering person-centred care and treatment.

People’s consent was consistently sought, respected, and embedded in all aspects of care. Policies supported this practice, and we observed staff delivering care with compassion and effective person-centred communication, ensuring decisions were always made in partnership with individuals. Mental Capacity Act (MCA) and best interest assessments were completed where people lacked capacity, ensuring decisions were specific, lawful, and demonstrated staff’s application of training. The provider actively promoted understanding of MCA through innovative and engaging methods, such as online quizzes with incentives, fostering a strong culture of compliance and continuous learning.

People’s consent was consistently sought, clearly explained, and fully respected, with decisions made collaboratively through compassionate, person-centred communication and robust adherence to the relevant legal frameworks.