Hazel Villa

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

We looked at all quality statements for Effective at this assessment. The service was effective.

Preadmission assessments were carried out to ensure the service was suitable to meet the needs of the individual. Assessments completed translated into person-centred, effective care plans. People were supported during mealtimes to ensure they were eating and drinking enough.

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 were confident that their individual needs had been appropriately assessed and fully understood and the service could meet them. Assessments of need considered the full range of people’s diverse needs and physical health. Wellbeing and communication needs were sufficiently assessed and planned for.

Staff understood people’s current needs and how to meet them for the best possible outcomes.

Care records held detail on people’s strengths and the nature and level of support they needed to meet their needs and support their independence as much as possible. People’s needs were regularly reviewed and re-assessed, and support plans revised accordingly to accurately reflect changing needs and required support. This meant people received proper, consistent and safe care and support.

People’s care and support was planned and delivered with them, including what was important and matters to them. Care, treatment and support were evidence-based and in line with current good practice standards, which improved outcomes for people and promoted well-being. People’s nutrition and hydration needs were met in line with current guidance.

Staff told us they promoted healthy eating and cooked food using fresh ingredients, vegetables and fruit. People were encouraged to eat together for Sunday roasts and the service held theme nights which helped socialisation and relationships. Staff member told us, “[Name] eats Sunday lunch with everyone now and [name] is gradually interacting with people which is a really good outcome”. People were encouraged and supported in meal preparation and cooking and had full access to the kitchen to make their own drinks and snacks with support if needed. This helped people to develop or keep daily living skills. Another staff member told us, “People are more active now with good sleeping patterns, which is good for mental health.”

The providers systems ensured staff were up to date with evidence-based practice and required standards.

People’s transition between services was managed well. Information was routinely shared between staff and services to ensure people received joined up and continued care and healthcare services accessed when needed.

The registered manager communicated with external professionals and services for a coordinated approach and to keep continuity of care. Staff had access to the information they needed to deliver responsive, safe and effective care.

The Local Authority told us “It has been a pleasure working with D&S Healthcare, at provider level there has been regular communication and contact with us, as a Local Authority, through the transition period and beyond this point.”

Plans for transition, referral, discharge from hospital and admission to the service considered people’s individual needs, circumstances, and ongoing care arrangements.

Risks to people’s health and wellbeing were found and managed early enough to prevent deterioration. One relative told us, “Staff ensure [my relative] applies his creams to prevent eczema, they are good at prompting him to do it himself. He is registered with GP and is currently under the community dentist. He needs some extracted. Staff supported him to hospital yesterday for an appointment about the extractions.” People were encouraged and supported to make healthier choices to help promote and support their health and wellbeing. A relative told us, “[My relative] put on a lot of weight when they were in hospital. The staff here have helped and supported [my relative] to get their weight down through healthy eating and increased, regular exercise”.

Staff supported people to access routine health screening and check-ups, as well as reviews of prescribed medicines and any long-term conditions such as epilepsy. Staff told us everybody was registered with local GP. The local GP did a weekly visit to the home and staff also supported people to attend GP, hospital and clinics. A staff member told us how a person was empowered and supported to manage their own health, care and wellbeing needs as much as possible. They were now accepting blood tests and heart monitoring where they used to refuse. Staff said this was achieved by taking time and discussing with them the necessity and benefits of the investigations on their health. With continued support and reassurance, they are now willingly receiving continued follow up and monitoring.

Recommendations and guidance from healthcare professionals was translated into people’s care plans and monitoring records.

People were supported to promote their wellbeing and were experiencing positive outcomes. A relative told us, “Before moving to Hazel Villa, [my relative] was quite institutionalised. I feel the staff have encouraged [my relative] to have more self-awareness and self-respect. They have supported and encouraged [my relative] to undertake their own care. We have noticed a big improvement in their appearance and [my relative] is now taking more pride in themself. We took [my relative] to have their hair cut before they moved in, now they are telling staff when they need a haircut, this previously would not have happened. This is testament to the staff.”

Monthly reviews of care and support were carried out together with the individual and their key worker. They looked at what has worked well and what has not worked so well. Agreed changes were made, where needed, to any care and support requirements to help to achieve short term goals, improve outcomes and wellbeing.

Where people needed support with their mental or emotional health, there was detailed information within their care plans about triggers or de-escalation techniques to support staff in maintaining people's wellbeing. There were processes for monitoring people’s care, support and outcomes to ensure continuous improvements. This included daily care records, which gave detailed information about how the person's day was spent promoting independence and their wellbeing.

People understood their rights around consent to the care, treatment and support they were offered. People were empowered to make their own decisions when involved in planning how their care and support was provided, and their views and wishes were considered. People received information about their care and support in a way they could understand and were given the right support and time to make decisions.

Staff understood the importance of ensuring people fully understood what they were consenting to and the importance of obtaining consent before they delivered any care, treatment and support. Management and staff had a good working knowledge of the principles of the Mental Capacity Act (MCA) 2005 and Deprivation of Liberty safeguards (DoLs).

Systems were in place to take account of people’s capacity and their ability to consent. Where people could not make decisions and consent to their care, the correct processes were followed to make sure any decisions were made in their best interests. The principles of MCA had been met and applications for DoLs had been completed and authorised where needed.