Healey Supported Living Service

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.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding.

This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 95 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People we spoke to felt safe and said “I like living here and all the staff are lovely. [Staff are] nice and are good to me.”

Relatives described staff as respectful when supporting with personal care, ensuring people’s dignity and privacy were maintained. People were supported to engage in activities they enjoyed, including day services, holidays and community outings. For example, one relative shared that their family member regularly attended activities and social outings, while another spoke positively about an upcoming supported holiday. Staff members and some relatives described the service as “like a family.”

Staff told us they supported people with dignity and respect. One staff member said, “I always support them in a way that they want, not what I want. Allowing people to carry out tasks they can complete and offer praise when they achieve these.”

People were supported to participate in a wide range of structured and informal activities within the service and the wider community. For example, regular group sessions included music and sing-alongs using instruments, games such as bingo and interactive activities, as well as exercise sessions adapted to people’s needs, such as chair-based activities. Staff actively encouraged participation, particularly for individuals who may be reluctant, supporting them to engage at their own pace and enjoy social interaction. One person said, “I like that [staff] support me to do stuff and encourage me to be independent.”

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Activities were varied and person-centred, promoting choice, creativity and learning. For example, the service held monthly themed sessions where people selected a country, learned about its culture and prepared meals inspired by it. Craft activities were also widely available, including making decorations, creating themed items such as lamps, and producing personalised cards for special occasions. Records showed that people were encouraged to contribute ideas and that planning systems were in place to ensure activities remained varied and meaningful.

Staff developed easy read pictorial timetables outlining people’s personal care routines and the times support was provided. These were displayed within people’s homes to support understanding, promote independence and ensure care was delivered in line with individual preferences. Daily records evidenced that staff followed care plans and supported people in line with their preferences, including personal care routines, activities and skill development.

Staff we spoke to treated people as individuals and maintained relationships with them. One staff member said, “every morning, we have coffee together and we talk about the day and if they have any concerns.”

One staff member said “I feel I know them quite well now… They are like a little family. I follow their lead and promote person-centred care.”

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

Care plans were in place to support health and wellbeing and described the level of support required, including personal care. These reflected people’s aspirations to maintain and develop independence, with structured routines and regular opportunities to review wellbeing with staff.

The service incorporated animals into daily life in response to people’s preferences, supporting their wellbeing and sense of purpose. People were actively involved in caring for the animals, including feeding and maintaining their environment, which promoted responsibility and independence. This approach enabled people to develop skills, build confidence and engage in meaningful activity aligned with their interests.

Staff spoke positively about outcomes for people, highlighting that individuals were supported to thrive, make choices and live fulfilling lives. For example, people were supported to go on holidays who had never been abroad before, people were supported with independent living and carrying out daily grooming independently. Staff demonstrated a strong focus on personalised care, including support aligned with people’s interests and wellbeing. This included meaningful activities and long-term goal planning, such as supporting individuals to work towards personal aspirations through gradual, structured steps and partnership working with families and professionals.

A staff member told us, “[People] have no barriers to stop them from living independently. We are supporting them as best as we can. I think [they] are all happy because they are allowed to live their lives as they want. We don’t hold them back.”

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.

Systems were in place to support people to access assistance when required. For example, the service utilised an internal call system which enabled staff to contact people directly within their apartments. People also had access to their own mobile phones and were supported and able to contact the main office independently, including during the night if needed. This ensured people could promptly raise concerns or request support, promoting their safety and independence.

One relative explained their family member found it difficult to express pain; however, staff were able to recognise signs and respond appropriately. For example, staff identified discomfort related to a foot condition and ordered specialist equipment to reduce discomfort, checking for allergies beforehand.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The provider demonstrated a strong commitment to workforce wellbeing and enablement, with a comprehensive range of initiatives in place to support staff. This included access to a wellbeing offer, such as a health policy which allowed staff to claim back costs for wellbeing activities, alongside an employee assistance programme and occupational health support.

Staff were further supported through a range of recognition and reward initiatives, including financial incentives, e-cards and peer recognition schemes, such as a “big up box,” where colleagues could acknowledge positive practice. Managers also recognised staff wellbeing on an individual level, for example by providing paid time for staff to take breaks during difficult personal circumstances. Additional benefits, including a designated ‘me day’ in addition to annual leave, encouraging staff to prioritise their wellbeing.

Feedback from staff reflected a positive culture, with one staff member stating, “I like the company, how they look after staff and all the [people]. It’s a very friendly place to work.” These approaches demonstrated a proactive, supportive and values-driven culture that prioritised staff wellbeing, promoted resilience and contributed to high morale.

The provider also supported staff wellbeing through regular supervision, where discussions included work-life balance, health and safety, personal development and any additional support needs. The provider fostered an open and supportive culture, with opportunities to reflect on practice and recognise staff achievements. Staff confirmed they had access to regular supervision and felt supported in their roles.