Hailey 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

People were treated with respect and valued for who they were. People had some opportunities to be independent and given choice and control in their lives. People’s capacity to make decisions had been assessed and legal processes were in place to protect their rights.

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 could come and go as they liked, and staff were attentive when people needed them. A person said, “The staff are very nice, always friendly and helpful. Another said, “I get on okay with the staff, they help me when I need them.” A family member said, “You couldn’t get a nicer group of staff, very welcoming and kind.”

People's care plans were written in a person-centred way using respectful language. People’s daily records showed staff wrote in a dignified and positive way and work was underway to ensure all staff could record people’s feelings and achievements and not just day to day personal care tasks. A staff member said, “There has been a system introduced where we record if people are showing distress, anger or confusion. We can then look at what the reasons may be for their change in behaviour and the best way to care for them.” The manager demonstrated how people were supported to try new experiences, develop new skills and gain independence. There was photo evidence of people’s everyday lives which showed independence and personal achievements. The manager conducted dignity audits and evidenced some positive observations of the interaction between people and staff.

Professionals’ feedback showed people received good care from staff.

People were comfortable around the staff. There was a warm and caring atmosphere in the service.

People were treated as individuals and respected for their personalities and uniqueness. A family member told us, “The staff are fantastic, friendly, and do what they are meant to, like a family.” Another said, “My [relative] and I are both very happy with the care provided.”

Staff were enthusiastic about getting to know how to support people in different and individual ways. A staff member said, “I know everyone is different and their own person. [Person’s name] is always ready to share their thoughts with me because they say to me, “I can trust you.”

Staff used people’s names to get their attention, gave direct eye and physical contact and were aware of people’s individual communication styles. Staff engaged with people to find out what they wanted and what choices to make. They had a clear and friendly conversation style and used humour appropriately.

We saw in the care plans that most people’s protected characteristics were recorded. The manager told us they would continue to explore with people and those who knew them, what they wanted recorded about them in order to uphold their rights and freedoms.

People told us they were encouraged to be independent. A person said, “I go out on my own when I want, get my taxi and off I go.” Another person told us, “I have my family to visit, and we go out for lunch.”

People responded to the way they were spoken with and assisted by staff, and they were comfortable and relaxed. A staff member said, “I promote independence by encouraging people to participate in their own personal care. This gives people a sense of satisfaction and achievement and a form of physical exercise through the movement of washing and caring for themselves.”

The provider had placed more emphasis on identifying ways in which people could be more independent in the environment with more choice. This included an accessible dining area where people could sit comfortably for meals and for activities and new upstairs shower room which those with bedrooms upstairs could easily access.

Processes had improved for recording people’s life stories and experiences, so staff got to know their likes and dislikes and abilities. Care plans contained information to assist people to maintain their independence and do as much for themselves as possible.

People told us staff responded to their needs and wishes. A person said, “One of the staff will always come with a smile to help me get sorted in the morning.” Another said, “Someone is always around to help, we have a chat too.”

Management and staff were responsive to people’s changing needs. The manager gave us an example of making a referral to the occupational therapy team to assess how to make a person more comfortable in an upright chair for longer period of time to spend more time in the lounge. As a result of the assessment, the person has been provided with a specialised postural chair. This outcome has benefited them greatly with increased confidence, social interaction and company.

Staff were alert to people’s needs and took time to observe, communicate and engage people in discussions and conversations. Staff responded in the most appropriate way to respect people’s wishes. Staff quickly recognised when people needed support and used appropriate forms of words to assist them, for example to protect their dignity with personal care.

People were supported by a staff team who felt valued by their manager and who had created an atmosphere and culture of mutual respect and working collaboratively. Staff had the opportunity to provide feedback, raise concerns and suggest ways to improve the service. A staff member said, “[The provider] has done so much to enable me to work at Hailey House, I am very grateful for their support.” Another said, “The staff feel cared for by the management and our opinion matters.”

There were systems to reduce barriers for staff with protected characteristics and help ensure they had equal access to the workplace and be able to fulfil their role.