Hawksbury House

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 service involved people andtreated them with compassion, kindness, dignity and respect. At the last inspection we rated this key question good. At this inspection the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.  

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.

Staff treated people with kindness, empathy and compassion and respected their privacy and dignity. People told us they felt cared for by staff who were friendly and respectful. We observed staff supporting people in an unhurried and respectful way, creating a friendly and relaxed atmosphere throughout the home. People told us staff were “nice, caring, kind and helpful” and that they trusted them. One relative said, “[Person] is very well looked after by all the staff and everyone is very approachable and helpful in every way, giving us so much relief and confidence that she is happy.” Staff spoke with fondness about the people they supported and demonstrated genuine care in their interactions.

Staff treated people as individuals and made sure the care, support and treatment offered met their needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Staff valued everyone’s opinions. People’s individuality was respected, and staff encouraged choice in daily routines such as meals and activities. Relatives told us staff were approachable and responsive to concerns, and they valued continuity of care, particularly for people with memory issues.

Staff promoted people’s independence. They made sure people knew their rights and had choice and control over their own care, treatment and wellbeing. People were encouraged to do tasks for themselves where possible, with staff offering assistance only when needed. People were involved in menu planning and decisions about how the service was run. One staff member explained, “We actively involve residents and their families to ensure we are meeting the individual needs of all residents.” Relatives told us, “Staff run regular meetings with family members to go over any changes. There is the Friend of Hawksbury House group, which is gives us the chance to make suggestions about running of the home.”

Staff 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. We observed staff were responsive to individual’s needs and people confirmed this was the case. Staff were knowledgeable about each person and could describe their needs, including how any of their cultural needs were met.

The provider and management team cared about and promoted the wellbeing of their staff and supported staff to always deliver person-centred care. Staff described a positive, supportive team environment where management was approachable and responsive. One staff member told us, “I feel well supported by both [provider] and [registered manager]. They listen attentively to anything I have to say, and I am comfortable voicing any concerns.” Training was comprehensive, and additional learning opportunities were available on request. Staff meetings were held regularly, and views were listened to, although some felt meetings could be more effective. The provider constantly explored ways to enhance recognition and incentives to maintain morale and retention.