Hazel Villa

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

We looked at all quality statements for Caring at this assessment. The service was caring.

The provider had effective systems in place to deliver a consistently caring service. Staff were seen to have positive interactions with people and spoke about them in a kind and caring way. People’s individual needs and preferences were understood. Staff had sufficient guidance to respond to people’s immediate care needs and reduce the risk of avoidable distress and discomfort.

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.

People and relatives were consistently positive about the caring attitude of management and staff. People received care and support that was compassionate, and kind and their privacy and dignity was respected.

The provider uses a Dignity in Care audit tool to regularly assess, evaluate and ensure the service has dignity and compassion at its heart. Staff told us all staff had attended a workshop in dignity and respect in September 2024 and completed a booklet on 8 main dignity factors, staff told us that each factor contributed to a person’s sense of self-respect. Staff learning and understanding was then discussed during their supervision.

The local authority told us, “Adults living at Hazel Villa recognised it as their home and this came through strongly in our conversations, they were proud of the changes they had seen and took great pleasure in not only showing us around, talking to us about what was coming up but shared their thoughts on how their lives had improved which included their plans for the future.”

Leaders and staff had a good rapport with each person and responded to them respectfully with warmth, kindness and compassion. The atmosphere within the service was welcoming, warm and relaxed. We saw positive relationships.

People were encouraged to keep and develop their independence and were supported to realise their ambitions.

People’s individual needs and preferences were understood and reflected in their care, treatment, and support. This included people’s protected characteristics, religious beliefs and sexual orientation.

Care delivered was personalised and tailored to individual needs. Staff showed understanding and competence in how to effectively communicate interact, engage with or support people living at Hazel Villa in a meaningful way.

Processes were in place to promote and take account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People had opportunities to be independent and were given choice and control in their lives. People had choice and control in relation to flexible access to the community and leisure activities both inside and outside of the home. People took part in activities that supported their independence and wellbeing, and staff provided active personalised support that enabled people to participate, where they were able, in day to day living activities such as shopping, cleaning, laundry and cooking. People had access to friends and family and were supported and enabled to receive visitors.

Staff were able to tell us how they would engage meaningfully with individuals to promote independence and wellbeing. One staff member told us, “[Name] is 65, they like to go to the pub for a coffee or a coke, which is age appropriate for them, they don’t want to be involved in organised activities. [Name] has enrolled at college and is doing a people skills course, they also like going bowling and swimming. [Name] has joined a local gym. [Name] has started going out, they have gone into town with me, had a haircut and went to the cinema. They are keeping their room clean and have started to let staff into their room to help clean.” Another staff member told us, “Recently [Name] went to a fireworks display on the pier, they went on all the rides and loved it. We got the bus there. We have bought them an annual pass so they can go when they want to.”

People were continually engaged with a member of staff in a meaningful way, within the home or going out, unless they chose not to be. We saw people were able to have visitors in line with national best practice guidance, to keep relationships with family and friends.

Care plans provided detailed information on how staff should support people’s choices, new relationships, meet their ambitions and goals and be more independent.

People’s needs, wishes and comfort were a priority and were anticipated quickly to reduce any discomfort, concern or distress.

Staff knew how to respond to people appropriately and respected their wishes, needs and preferences.

Staff were alert to people’s needs and took time to see, communicate and engage with people in discussion about their immediate needs.

The provider promoted a culture that normalised good wellbeing through inclusivity, active listening, and open conversations, enabling staff to do their job well and to be well. Staff told us they felt supported by the provider and registered manager particularly in relation to their wellbeing and personal circumstances and had a sense of belonging.

The provider had systems in place to formerly support staff and follow up on their progress, such as staff meetings and formal recorded supervisions. These provided an effective overview to ensure that the quality expected from them was being delivered and any further training and support needed was identified. Staff were given the opportunity for their voice to be heard and the support needed to secure their development to meet the needs of people safely.

The provider had personalised support systems in place for staff experiencing personal challenges and incentive bonuses to show staff they were valued.