Haydock Lodge

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 90 (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. For example, staff demonstrated genuine warmth and empathy, taking time to understand not only people’s care needs but also how they were feeling on a day-to-day basis. People were supported by consistent staff teams who knew them extremely well. This enabled strong, trusting relationships to develop and allowing staff to respond sensitively to people’s emotional and personal needs.

We observed staff offering care in a calm, unhurried and respectful manner. They spoke to people kindly, explained what they were doing and sought consent at every stage.

People’s privacy and dignity were actively promoted, with staff consistently knocking before entering people’s rooms, respecting personal space and ensuring people were comfortable and at ease. People told us they felt genuinely cared for and listened to. One person said staff “Always knock on my door before coming in,” while another told us, “They really do listen and help me a lot. I feel safe here, I don’t want to move on.”

People told us that without exception, staff treated them with compassion at all times. Particularly at times of distress or when they were worried about something. This created an environment where people felt emotionally safe, respected and valued as individuals. The registered manager and senior staff consistently role-modelled compassionate practice, setting clear expectations with kindness and dignity non-negotiable.

The provider treated people as individuals and was exceptional in how they ensured care, support and treatment met people’s needs and preferences. For example, staff understood people’s strengths, abilities, cultural identities and protected characteristics and used this understanding to deliver truly person‑centred support. The registered manager reinforced this approach by making sure every person’s pathway was recognised as unique, with care adapted to individual goals, preferences and needs.

People received highly personalised support based on their life stories, routines and priorities. Care plans were detailed, meaningful and tailored, clearly describing preferred communication styles, interests, emotional needs and physical health requirements. Staff used this information thoughtfully in everyday practice, which helped people feel valued, respected and treated with dignity at all times.

Staff consistently explained that they did not take a one‑size‑fits‑all approach. One staff member told us, “Everyone is different, everyone’s journey is different, and we support people in ways that work for them.” Staff took time to understand what mattered most to people. For example, they created a dedicated prayer room to support one person’s cultural and spiritual needs.

People told us they had genuine choice and control over their day‑to‑day lives. One person said, “I have a choice. I am asked what I want my day to look like, and the staff will do everything to help me do this.” People felt confident sharing their views and raising concerns, knowing staff would listen and take action.

People said staff responded quickly when something was not working. One person told us, “If I say something isn’t right for me, they change it.” Staff were attentive to changes in mood or behaviour and responded calmly and kindly, offering reassurance when needed and adjusting support to prevent distress from increasing.

Managers actively involved people, and those important to them, in decisions about their living environments. People had genuine choice and influence over how their rooms were furnished and decorated, ensuring their surroundings reflected their personal tastes, preferences and individuality. Environments were shaped not only around people’s assessed needs but also what made them feel comfortable, valued and at home.

People spoke warmly about their relationships with staff and described feeling understood and supported. One person told us, “They really know me and what I need.” Personalised programmes helped people build confidence, improve mobility and strengthen relationships, with clear evidence of positive outcomes.

The provider was exceptional at promoting people’s independence, ensuring they understood their rights and had meaningful choice and control over their care, treatment and daily lives. For example, staff worked closely with people to understand their likes, dislikes and personal goals, and support plans were highly personalised to reflect this. People and their families were fully involved in care planning, decisions about support and future pathways, which meant people had genuine choice and control over how their care was provided. The registered manager had a strong understanding of each person’s needs and aspirations and ensured the right support was in place to help people succeed.

The service placed a strong emphasis on helping people maintain important relationships. The registered manager ensured people were supported to stay in touch with family and friends and provided sensitive support where relationships had broken down, helping to rebuild these where possible. For example, one person whose family lived far away was regularly supported to travel so they could maintain contact and avoid feeling isolated.

People were encouraged and supported to build social connections and mix with others across the provider’s different services. This helped people feel part of a wider community and develop friendships. People chose to take part in activities such as woodwork sessions, bingo and other activity clubs, which supported confidence, social skills and independence.

Staff actively supported people to take part in everyday activities that reflected their interests and strengths. One person told us how much they enjoyed gardening and was actively involved in helping to maintain the service’s grounds. This gave them a sense of purpose, pride and independence. We also observed one person helping to clean the cars used by the service. They clearly enjoyed being involved and took ownership of the task, which helped build confidence and practical skills.

People were encouraged to take an active role in managing their own money. Weekly budgeting meetings supported people to plan how they wanted to spend their money, and staff then supported them to go shopping and purchase their own items.

People were also meaningfully involved in wider service activities and events. For example, people played an active role in preparing for a recent performance, including decorating the activities hall and helping to plan the event. Artwork created by people was proudly displayed around the service, with individuals choosing what they wanted to share. This helped people feel valued and recognised for their skills and contributed to a welcoming, personal environment that reflected the people who lived there.

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. For example, staff were consistently available to support people when they needed help, reassurance or guidance. People told us they trusted staff and felt confident they would respond promptly if they were distressed, uncomfortable or unwell. Staff knew people well, which meant they were able to recognise changes in mood, behaviour or presentation and take immediate and appropriate action.

We saw staff were attentive and responsive, using their detailed knowledge of people to identify early signs of distress. Records showed staff understood what could cause distress or discomfort for each person and had clear actions in place to respond. These actions were followed promptly, helping to minimise anxiety and prevent issues from escalating.

The service worked closely with external professionals, including psychologists and GP services, which meant advice and support could be accessed quickly when needed. This ensured people received timely assessments, interventions or adjustments to their support. Staff were confident in seeking guidance and acting on professional advice to meet people’s immediate health and emotional needs.

The provider cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.For example, staff consistently described the service as a supportive, positive team, with one member telling us it felt like “One big unit that all works together” to improve people’s lives. There was a strong sense of teamwork and mutual respect, and staff felt valued, encouraged and supported by both colleagues and management.

Managers promoted an open and inclusive culture. Staff spoke positively about the registered manager’s open‑door approach and said they felt comfortable raising concerns, sharing ideas and seeking support. They felt listened to, with issues addressed promptly and fairly, and said recognition and feedback helped maintain morale.

Training was readily available and tailored to staff roles, with opportunities for development and progression. Staff felt well prepared when new people moved into the home and were given time to build meaningful relationships from the outset. Twice‑daily handovers supported strong communication and ensured staff were confident and well informed.

Leaders demonstrated a clear commitment to equality, diversity and inclusion.