Hylton Grange

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

This was the first rated inspection of the service. Staff interacted calmly, attentively and warmly with people. People were treated with kindness and compassion. Visiting professionals also gave feedback that staff were kind and respectful when dealing with them. Staff understood person-centred care and demonstrated how people were given choice and control in their lives. People’s care records were detailed and documented their history, preferences and health and mental health care needs. Records gave guidance about people’s daily routines if they could not tell staff themselves. This information assisted new staff, not familiar with people’s preferences, as they had guidance to provide appropriate care and treatment. The service provided rehabilitation and helped people to learn or re-learn skills, to maximise their independence and in some cases, move to more independent living. The atmosphere was relaxed. We observed staff chatting to people, responding to them quickly and supporting them. People had access to variety of activities and outside pursuits which also benefited their physical health. Staff said they were well-supported by the management team. They felt listened to and were involved in the running of the service.

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 and relatives all confirmed they were treated with kindness. They were complimentary about staff support. A relative told us, "Here I am very happy with [Name]'s care and staff keep me informed."

The registered manager said staff were trained to respect people’s privacy and dignity. Staff had policies to support them and provide guidance with their role, this included a Code of Conduct. Staff told us staffing levels afforded them time to spend with people. People's records were kept securely and confidential information was shared when required, on a need to know basis, in order to protect people's privacy.

Staff treated colleagues from other organisations with kindness and respect. Visiting professionals were made welcome at the service. Professionals said the staff worked well with them and were kind and respectful in their interactions with them. Their comments included, "Our working relationship has proved to work well," "I have had lots of positive interactions with staff, from the domestics to the management," and, "There was a lovely atmosphere in the home and it seem to be very well organised."

People were well-treated and supported. Staff interacted calmly, attentively and warmly with people. They showed sensitivity and patience as they supported them. Staff treated people with kindness and dignity. They respected people’s preferences regarding the gender of the staff supporting them with personal care. They knocked on people’s bedroom doors and waited for a response before entering.

People told us they were listened to by staff and thought they were treated as individuals. People gave examples of how they were supported to pursue previous hobbies or interests or try new experiences. A person commented, "For the first time I went outside on Sunday, They took my bed outside and I felt the sun and the breeze on my face. It was very emotional for me."

The culture was open and encouraged support to ensure people were respected as individual's with their wishes, wants and needs respected. Staff had received training in equality and diversity to emphasise the importance of treating people as unique individuals with different and diverse needs. A staff member commented, " I think staff treat residents and each other with respect and are mindful of dignity, team work is good, we support each other."

There was a relaxed atmosphere and there were several areas where people could go for quiet time or congregate in the "hub," a communal space with fitted kitchen equipment where people could prepare drinks for themselves. Residents and staff knew each other well, people appeared relaxed. Staff appeared warm and friendly towards people. Staff chatted to people throughout the day.There was a camaraderie amongst people and staff and staff shared jokes with some people as they supported them. Pictorial menus and a pictorial activities planner was available for people, to keep them informed and help with their decision making, where they may no longer understand the written or spoken word.

An open culture was fostered so people felt listened to and were offered choice in their daily living requirements. People’s care plans were tailored to their individual needs, wishes and preferences and recognised their strengths and skills. Staff worked in a way which ensured people’s needs were assessed and reviewed with their individual preferences in mind. Communication care plans were in place, which provided information for staff about how people communicated, including if they did not make their needs known verbally. The provider’s policies and procedures, and staff training supported this.

People told us staff were available if they needed them, and they did not have to wait long if they called a staff member for assistance. A person told us, "I never need to wait long for staff."

Staff understood people had a right to have choice and control and make decisions about how their care was provided. They gave examples of how they offered people choices and maintained people’s dignity and independence during aspects of their care and support. They communicated with people in the way people preferred. Their comments included, "People can exercise their free will, they will go to bed and get up when they want, they get to choose", and, "Day to day we always ask about what food they want, for example, personal hygiene, activities,getting up and going to bed routine."

Staff offered people choice, for example about how they would like to spend their time that day or what they would like for lunch. People made their own decisions about what they did each day. For example, during our visit a person did not want what was available for lunch and chose another meal of their choice. Another person was going to the hairdressers. What people did depended on their own preferences and staff supported them to do the things they wanted to.

Systems and policies were in place to ensure people’s independence was promoted and their rights and choices respected. People's choices and preferences were included in care plans. Care plans and risk assessments were updated and amended regularly when people’s needs, wishes or preferences changed. People’s records reflected their choices and decisions and informed staff how their care and support should be provided. There was information about their likes and dislikes and their preferred routines and how they wished to spend their day. Guidance was available in people's care plans which documented how people communicated. Some people used their own versions of sign language and verbal communication. Records gave guidance about people’s daily routines if they could not tell staff themselves. The service used easy read/pictorial information to inform people and help them with decision making. People were supported to express their views about the care they received in a range of ways, through surveys, meetings and on a day to day basis with staff.

People told us staff were available if they needed them, and they did not have to wait long if they called a staff member for assistance. A person told us, "The buzzer is answered straight away, I never have to wait for staff."

Staff told us staffing levels were sufficient to enable them to respond to people's needs in a timely way. They told us when people needed support, this was to be offered without delays and in a sensitive way.

People were supported in a safe and timely way. Staff worked calmly, they responded to people promptly, including if they became distressed.

Most staff all told us they felt valued and supported by the registered manager and organisation. They all commented they were encouraged to voice their opinions, ideas and suggestions and the management team usually acted on those. A staff member told us, "When there is a concern with a resident they are always there to give a hand, for example, a person was unhappy and they were uncomfortable with the service they received, this was reported and action was taken." Another staff member commented, "Management are very accessible and responsive."

The organisation and the workplace had initiatives in place to support workforce development and retention which was consistent and resulted in up-skilling staff and supporting staff well-being. Staff had access to several policies relating to promoting and ensuring their well-being. Support measures were in place for staff to enable them to develop in their roles. There were also initiatives such as mental health first aiders and the well-being app, where staff assessed and recorded at the end of each shift on their app how they felt at the completion of their shift, this was monitored by the registered manager and organisation to check staff well-being.