Hazelwood House

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. The rating has improved from requires improvement to good during this assessment.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.

People’s care and support were regularly assessed and reviewed by staff. People’s choices and preferences had been used to plan their care and support needs. Staff understood people’s individual needs and how these should be met. The registered manager told us they worked alongside the staff team daily which helped them check staff were delivering the planned care and support needs of people using the service. Information about people’s care and support needs was assessed, monitored and reviewed at regular intervals to ensure people’s care plans remained up to date with information about their current needs.

Overall people were satisfied with the way they received care and support from care staff. They commented positively on the competence of care staff.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

People were involved in planning their care and support. The care and support planned for them was individualised and specific to their needs. Staff were supported to deliver care and support to people in line with legislation, good practice and standards. The registered manager assessed, monitored and reviewed people’s needs at regular intervals which helped them make sure care and support was planned and delivered in line with people’s individual preferences.

People were supported to consent to their care and treatment where possible. People could refuse to receive care and support, and staff respected their decisions about this.

The service was working within the principles of the Mental Capacity Act (MCA). Staff had completed Mental Capacity Act (MCA) training.

Appropriate legal authorisations were in place to deprive people of their liberty where this was deemed necessary to ensure their safety.

Staff were aware of the importance of giving people time to make their own decisions where possible. Management was aware of the importance of making decisions in people’s best interests and not imposing unnecessary restrictions on people.

People were supported to consent to their care and treatment where possible. People could refuse to receive care and support, and staff respected their decisions about this.

The service was working within the principles of the Mental Capacity Act (MCA). Staff had completed Mental Capacity Act (MCA) training.

Appropriate legal authorisations were in place to deprive people of their liberty where this was deemed necessary to ensure their safety.

Staff were aware of the importance of giving people time to make their own decisions where possible. Management was aware of the importance of making decisions in people’s best interests and not imposing unnecessary restrictions on people.

Outcomes were set for people in their care plans. These detailed how people wanted to be supported to achieve their goals and outcomes.

Daily notes were completed by staff. These enabled staff to monitor people and help staff respond to people’s changing needs promptly to help promote positive outcomes.

Care plans we reviewed showed evidence of outcomes being monitored and progression towards goals.

People were supported to consent to their care and treatment where possible. People could refuse to receive care and support, and staff respected their decisions about this.

The service was working within the principles of the Mental Capacity Act (MCA). Staff had completed Mental Capacity Act (MCA) training.

Appropriate legal authorisations were in place to deprive people of their liberty where this was deemed necessary to ensure their safety.

Staff were aware of the importance of giving people time to make their own decisions where possible. Management was aware of the importance of making decisions in people’s best interests and not imposing unnecessary restrictions on people.