Hailey House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

At the last assessment, the provider was in breach of the regulations because people did not always receive care and support that was personalised and responsive to meet their needs. People were not supported to follow interests and to take part in activities that are socially and culturally relevant to them. At this assessment, we found people’s care was person centred and based on their individual needs. People and their families were listened to and involved in the life of the service. Improvements had been made and the provider was no longer in breach of the regulations relating to the question of Responsive. Staff were very responsive to people’s needs, likes and dislikes. They knew people well, their abilities and personalities. Barriers had been removed to ensure people were not discriminated against. Work was underway to ensure people had equal access to a range of social and leisure opportunities which were prioritised, planned and resourced. Information was in accessible formats so that people could understand and make informed decisions.

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 family members were positive about their care and support at Hailey House. A family member told us, “Staff are amazing, really nice, will do anything for you, they are very flexible with us taking [relative] out and around meals. They will always save a meal for [relative] when we get back.” Another family member said, “The staff know [relative] well and understand how they are day to day. This means staff can respond in the right way to them.”

Staff had the values and behaviours to care for people with dignity and respect. They spoke about people in a warm and caring way. People’s care and support was person centred and focussed on their quality of life. A staff member told us, “The key values of our care home are kindness, comfort and respect and our vision to provide kind and respectful care. We put people at the centre of everything we do to ensure they feel as comfortable as possible in their own home.”

The providers ethos to develop a person-centred approach to care was being displayed by the staff and management. People's care plans promoted their rights to take control of their care arrangements and their day to day lives. For example, people and their family members were more involved in discussing and agreeing their plan of care, attended more family and residents’ meetings, and engaged more in the development of the service. A staff member told us, “We need to assess people’s needs and have effective communication and regular feedback with the individuals, their family, friends and carers to ensure we can provide the best care possible.” Support for people was coordinated, with input from external professionals where practical health or social care support was needed.

People told us that there was more continuity at the service, as they knew the staff who were supporting them, and agency staff were not being used. A family member said, “We see the same staff now and they seem consistent which is nice to see.”

People’s care and treatment was delivered in a way that met their assessed needs. There was continuity and a coordinated response in people’s care and support as the management and staff worked with other services in a flexible and joined-up way. For example, where equipment was needed, referrals were made and supplied quickly to meet people’s needs.

Professionals told us they worked well with the staff and manager.

The manager delivered and co-ordinated services people needed and considered their needs and preferences, including those with protected characteristics under the Equality Act and those at most risk of a poorer experience of care.

People had access to information in their preferred way. A person told us, “I can read okay but if things are written too small, I have trouble but they [staff] are always there to read me things. A family member said, “The care plan is easy to read and understand.”

People’s individual needs to have information in an accessible way were identified, recorded, highlighted and shared. These needs were met and reviewed to support their care and treatment in line with the Accessible Information Standard [AIS]. The AIS is a set of standards to make sure people had information in their preferred style and language.

The manager was proactive in ensuring people’s communication, sight and hearing needs were met. People had been seen by health professionals relating to their sensory needs.

People were able to share feedback, ideas and raise concerns and issues about their care and life in the service. A person said, “I have no complaints, but I know I can talk to someone if I did.” Another said, “I have been doing more recently like going to a meeting and saying what I think about things.” People told us they would like more to do and more company. A person told us, “I can't really complain, although I would like someone to talk to.” Another person said, “It’s a bit quiet, I can’t really talk to anyone. I like to be able to go out, that is good. The staff are nice now.”

Staff told us there were enough staff to support people with their personal needs and daily tasks. There had not always been enough staff to give people the time they needed for their emotional and social needs. A staff member said, “I do extra shifts to give people activities and things to do. The best thing I have achieved was getting [person’s name] to plan an activity with me, it was the first time doing an activity. They always said no to getting involved, but I think my encouragement and approach helped and they agreed to get involved.” Another told us, “[Name of person] has a fluctuating memory, along with not feeling in good spirits. I help in making them feel heard and happy about discussing their flashbacks and sharing good moments.” People and staff worked together on writing and producing a regular informative monthly newsletter which was appreciated by people, staff and family members alike. A family member told us, “When we attended a meeting at Hailey House, we spoke about having a newsletter, so we knew more what people were doing day to day. It is fantastic to see that our views were listened to and now this is produced monthly. Great stuff.”

Work was underway to try out different ways of providing social and leisure activities and individual support to people as identified in the last assessment. The newly established meetings with people and their families had also identified the need for enhanced activities and meaningful occupation. The provider told us “We had been unsuccessful in employing a suitable activities coordinator to provide this role. However, we have now introduced a dedicated activities schedule based on people’s ideas and have been updating the staff rota to include a team member specifically assigned to activities. This staff member will focus solely on engaging with people and facilitating activities, without being included in the care staff team, ensuring they are not distracted by other tasks.“ The provider gave us evidence of a range of activities people had participated in recently for example, card and board games, ball games, skittles, planting indoor seeds, flower arranging, painting and drawing. One day a week, people participated in seated exercises which they enjoyed. A staff member told us, “We encourage people to do as much for themselves as possible. [Person’s name] really does enjoy the exercises, and this gives them a feeling of achievement and wellbeing.” Another said, “In the past two week, I tried to bring their memories out and place in scrapbooks with a good imagination and good presentation with my art skills. It makes me happy when I see a lovely smile on their face.” People were involved in meetings and planning future events, such as social outings and entertainers. A new initiative, starting in January 2025, was the collaboration with the local primary school to visit the service once a week to do theme-based activities. The aim to encourage the children and people who use the service to talk and complete some activities together for mutual benefit.

People could access care, treatment and support when they needed to and in a way that worked for them, which promoted equality, removed barriers or delays and protected their rights. People could expect their care and support to be accessible, timely and in line with best practice.

The provider ensured staff had equal access to support and work-related systems to complete their role. Reasonable adjustments were made for disabled people and staff with protected characteristics under the Equality Act.

Professionals were positive about the interaction they had with the service.

Systems were in place to assess people’s needs to ensure the service could meet them. The manager took into consideration the needs of people who already lived at the service to ensure there was equality of opportunity for all.

People’s outcomes had improved since the last assessment as barriers had been removed to ensure people were involved and listened to about things which affected their day to day lives. This included regular meetings about the service, decoration of their rooms, better access to communal spaces, an additional shower room and more appropriate and regular social and leisure activities. A person said, “I like my room. I am looking forward to the garden being ready for the summer.” A family member said, “I was so delighted that [name of person] had the opportunity to plant some cress which grew well. They ate it in a sandwich and told me, “It was fresh and really nice.”

Staff had completed training in equality and diversity to better understand and respond to people’s needs and ensure their rights were upheld. A staff member went out with a person to the opening of an art gallery and had a glass of champagne, “They enjoyed both very much.”

The systems and processes implemented as part of the ongoing improvement meant people had more access to opportunities and involvement which had provided positive outcomes for them.

People's preferences about their end-of-life wishes were discussed with them, their family members or lasting power of attorney (LPA). These were detailed in their care plan. People’s wishes not to be resuscitated in the event of a cardiac arrest were documented.

The service worked with healthcare professionals, including the district nursing team and GP to ensure people’s care and treatment was well coordinated and anticipated. A staff member said, “It’s so important to meet the needs of the dying person and their loved ones. I would say dignity, good communication and symptom management are the most important points as well as carrying out their wishes to the best of my ability.” Another told us, “At least one staff member should always be with the person especially if they don’t have any family. I would support them and the family by providing what they needed, and this could be physical or emotional support.

The provider had systems in place for people to stay at Hailey House at the end of their life. Staff had received the necessary training to support people on their final journey.