Hegarty Care

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 demonstrated an exceptional commitment to treating people with kindness, empathy and compassion. This ethos was deeply embedded throughout the service and was evident in every interaction we observed. Staff consistently respected people’s privacy and dignity, and colleagues from partner organisations told us they were always treated with the same warmth and respect.

Staff displayed outstanding levels of kindness, compassion and respect in their day‑to‑day practice. Everyone we spoke with—including people using the service, their families, advocates and external professionals—praised the staff team for consistently going above and beyond. Feedback was universally positive and reflected a culture where empathy, human connection and person‑centred values were firmly at the heart of the service.

Professionals spoke very highly of staff attitudes and behaviours, describing them as patient, understanding and exceptionally nurturing. They highlighted the team’s ability to form meaningful, trusting relationships with the people they supported. Staff demonstrated a deep understanding of each person’s emotional needs and consistently communicated in ways that were sensitive, respectful and filled with genuine affection.

Throughout our visit, staff interactions were warm, thoughtful and personalised. We observed staff taking time to listen attentively, providing reassurance when people were anxious, and celebrating people’s achievements—no matter how small. Staff ensured every person was treated as an individual, demonstrating unwavering respect for people’s dignity, preferences and personal boundaries.

Staff showed genuine interest in people’s lives. We observed relaxed, meaningful conversations between staff and people throughout the day. These interactions reflected authentic relationships built on trust and mutual respect. The service demonstrated an excellent understanding of personal and cultural needs, ensuring care was delivered in ways that were truly meaningful to each person. People told us they felt their privacy and independence were always upheld without exception. We saw where staff and people living at the service had met to discuss what dignity means to them. People drew around their hands and wrote in there what it meant to them.

The service maintained a warm, positive and welcoming environment, and during our visit we heard frequent laughter and observed many joyful interactions. People were encouraged to express their individuality, including their sense of humour, and this helped to create an uplifting and empowering atmosphere.

The management team demonstrated strong and proactive leadership in promoting kindness and compassion. They continuously monitored how people experienced support and were committed to ongoing improvement. People were consistently encouraged to give feedback about all aspects of the service—including their environment, meals, staffing levels and daily activities—and this feedback was valued and acted upon. The registered manager had robust systems in place to gather and review information relating to dignity, respect and compassion, ensuring ongoing learning and enhancement of practice.

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.

For example, staff showed exceptional kindness and sensitivity in supporting people through experiences of grief and loss. The service showed outstanding practice in treating each person as an individual, understanding their emotional needs, personal histories and communication styles. Staff took great care to recognise how grief might affect each person differently. This enabled staff to provide meaningful, compassionate support that upheld people’s dignity and prevented distress from escalating into anxiety or distress.

For individuals who had difficulty verbalising their emotions, staff used personalised communication tools, such as visual prompts, reassurance objects and quiet, low‑stimulus spaces, to help them understand what had happened and to process their feelings safely. They also adapted routines gently and consistently, which ensured people could do what they wanted, depending on how they felt.

Staff also recognised the importance of maintaining family and personal connections, not only during difficult times. Families told us they valued the team’s empathy and found comfort in the thoughtful ways staff kept them involved. Professionals told us how staff supported relatives also, keeping them up to date with any changes and supporting them emotionally and sharing information when needed.

People's hobbies and interests were heard, valued and supported. One staff member told us, “If one of our residents wants to do something, every effort is made to help them do this. For example, one of our residents, who uses a wheelchair, wanted to go to a music festival. I found a local one, and arranged this, and we ended up, in the rain, singing to a Queen tribute band!”

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.

Staff and leaders had an in‑depth understanding of each person’s social history, background and the things that mattered most to them. Care plans were highly personalised and reflected people’s individual preferences, needs and aspirations. Staff used this information skilfully to support people to make informed decisions and to lead their own lives in ways that were meaningful to them.

Promoting independence and choice for people were fully embedded in the culture. This included staff proactively encouraging people to make decisions about all aspects of their care, supporting them to take positive risks, and providing opportunities for individuals to maintain or develop skills which enhanced independence.

The service consistently went above and beyond to promote people’s autonomy. People were supported to develop independence at a pace that suited them, with staff offering encouragement, guidance and opportunities rather than doing things for people. For example, people were asked how they would like to spend their day, when they would like to carry out activities of their choosing and were given flexibility around which staff supported them. People were able to do activities as a group, or with their 1:1 support. Staff understood people’s like and interests to would seek out trips and outings to further explore these hobbies. Examples of this include attending festivals, visiting Silverstone and other attractions. People were encouraged to express their selves with activities within the home, including day raves, garden parties and themes fancy dress. Residents chose staff’s dressing up outfits too.

Staff enabled people to attend social events, participate in educational programmes and maintain strong links with the local community. Examples included enjoying visits to the local pub and café, engaging in activities that reflected their interests, and expanding their social circles. These opportunities were not only enjoyable but also formed part of people’s personal development, helping them feel included, valued and connected.

People were fully supported and encouraged to understand their individual diagnoses. For example, one person had a pictorial guide to help them understand their specific mental health needs. The plan gave information for staff on how to support them effectively.

The provider listened to and understood people’s needs, views and wishes. Staff responded promptly and appropriately when people required immediate support, acting quickly to minimise any discomfort, concern or distress. People benefitted from a team that was attentive, responsive and skilled at recognising when someone needed help.

People were supported by staff who had an in‑depth understanding of their anxieties, triggers and signs of distress. Each person had personalised strategies in place to anticipate issues before they arose, helping staff to prevent escalation and maintain people’s emotional wellbeing. During our visit, we observed one person becoming distressed, and staff responded quickly and sensitively. They offered reassurance, redirected the person in a calm and supportive manner, and gave them the time and space needed to talk through their feelings. Staff demonstrated active listening and worked collaboratively with the person to help them feel safe and settled.

Care documentation showed that Antecedent, Behaviour, Consequence (ABC) charts were used effectively to record, analyse and review changes in people’s presentation or behaviour. These records enabled staff to identify patterns, update support plans and seek additional professional input where needed. This ensured people’s care remained responsive, proactive and centred around their current needs.

External professionals gave positive feedback about the service’s ability to recognise and respond to emerging needs. They reported that staff incorporated professional guidance into care plans and followed recommended strategies consistently, leading to improved outcomes for people. One professional told us, “From my contact with Hegarty Care they have always shown a high level of care and compassion towards their residents. Hegarty Care team engage well in MDT discussions, know their resident’s health needs well and demonstrate strong person‑centred care. They communicate well with our team and escalate needs accordingly.”

Overall, people received timely, compassionate and effective support that reflected a strong understanding of their individual needs. Staff acted quickly and appropriately when people needed immediate reassurance or intervention, ensuring care was both responsive and person‑centre.

The provider actively promoted the wellbeing of their staff and demonstrated a clear commitment to supporting and enabling the workforce to deliver consistently high‑quality, person‑centred care. Staff told us they felt valued, listened to and well supported within their roles.

Staff reported receiving regular supervision and accessible, day‑to‑day guidance from the registered manager. They described the supervision process as constructive and supportive, helping them reflect on their practice and maintain the skills and confidence needed to carry out their responsibilities effectively. Staff told us they felt comfortable raising concerns, seeking advice or asking for help when needed, and said they were always met with understanding and practical support. This approach contributed positively to staff morale and helped maintain a stable, motivated team.

The service demonstrated good practice in workforce wellbeing and enablement. Staff felt appreciated and involved in the running of the service, which directly contributed to the caring, consistent and high‑quality support people received. The provider recognised the skills, knowledge and experience within the staff team and encouraged career progression, offering opportunities for staff to learn new skills and develop professionally. Where staff had done something well, learnt a new skill or received a compliment, staff received a silver card from the registered manager which they could exchange for an item out of the treat basket. This supported positive staff well-being and moral.

Staff told us the provider had implemented reasonable adjustments where required to ensure they could work safely and comfortably. These adjustments included practical changes to working arrangements as well as consideration of cultural needs, ensuring all staff were supported to work in an environment that respected and accommodated their individuality.