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Care Services

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Hazeldene, Reading.

Hazeldene in Reading is a Residential home specialising in the provision of services relating to accommodation for persons who require nursing or personal care, caring for children (0 - 18yrs) and learning disabilities. The last inspection date here was 19th November 2019

Hazeldene is managed by Community Homes of Intensive Care and Education Limited who are also responsible for 67 other locations

Contact Details:

Ratings:

For a guide to the ratings, click here.

Safe: Good
Effective: Good
Caring: Good
Responsive: Outstanding
Well-Led: Good
Overall: Good

Further Details:

Important Dates:

    Last Inspection 2019-11-19
    Last Published 2017-05-16

Local Authority:

    Reading

Link to this page:

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Inspection Reports:

Click the title bar on any of the report introductions below to read the full entry. If there is a PDF icon, click it to download the full report.

11th April 2017 - During a routine inspection pdf icon

Hazeldene is a residential care home providing care and accommodation for up to ten people with a learning disability. It comprises of two properties next door to each other. At the time of the inspection there were nine people living at the service.

The service is required to have a registered manager. There was a registered manager in post who had been registered to manage the service since March 2015. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

At the last inspection the service was rated Good. At this inspection we found the service remained Good.

Why the service is rated Good:

People continued to receive safe care. There were sufficient numbers of staff to support people safely. Risk assessments were completed and reviewed regularly to enable people to receive support with the minimum of risk to their safety. Medicines were managed safely by staff who had received training and had their skills assessed regularly. Staff were aware of and had practiced emergency procedures. Recruitment procedures helped to ensure only suitable staff were employed to support people.

People continued to receive effective care. Staff received training and support to develop and maintain the skills and knowledge required to perform their role. People’s healthcare needs were monitored and advice was sought from healthcare professionals when necessary. People were helped and encouraged to learn about healthy lifestyle choices and maintain their well-being. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible, the policies and systems in the service supported this practice.

The service remained caring. People had developed positive and trusting relationships with staff which they valued. Interactions between them were relaxed, supportive and appropriate. Staff protected people’s privacy and dignity and treated them with respect. People were fully involved in making decisions about their care. They were assisted by their key worker and other health and social care professionals where appropriate. People were supported to be as independent as they possibly could be. They were enabled to acquire additional skills to empower them and enhance their independence.

The service was extremely responsive. Support plans were very detailed, personalised and focused on the individual. People had been involved in creating the support plans which identified their preferences and their lifestyle choices. They provided excellent guidance for staff on how to respond to people’s needs in the way they wanted and had agreed to. People discussed their support plans regularly with their key worker and were encouraged to challenge and change them if they wished. Support plans identified people’s aspirations and staff consistently worked hard to find ways to empower people to achieve these. Some outstanding work had been undertaken with individuals to overcome challenges they faced in their lives. This had made a positive impact and given them opportunities and confidence to develop their independence further. Other people had benefitted from intense support in building family relationships despite having to overcome difficulties which threatened those relationships. People had a range of activities they could access and staff spent time assisting people to find and engage in activities they would enjoy and benefit from. Staff continuously supported people to look for and engage in activities they would enjoy and benefit from. People knew how to raise a complaint if they needed to and were confident in approaching staff about any concerns they had. When concerns had been raised they had been respon

27th November 2013 - During a routine inspection pdf icon

We found that people were involved in planning their own care and that consent was sought on an on-going basis. We observed staff supporting people to make decisions regarding choices about their daily activities in a way they clearly understood. If people were unsure they were given time to consider their decision and offered other options.

Care plans were person-centred and regularly reviewed to ensure that people’s changing needs were met. People told us that the staff team were “fantastic” and one person said, “They always listen to me if I’m worried about something.” A relative we spoke with said, “The manager and staff are very good. Since he went there his confidence has improved so much, you wouldn't think it was the same person.”

Medication was given safely and discreetly, in a room set aside for this purpose and was accurately recorded. Staff knew what medicines people were taking, the reasons for taking them and any potential side effects.

People were protected from the risk of inappropriate or unsafe care because the service had a thorough recruitment and selection process. Staff we spoke with confirmed that references and other security checks had been completed before they begun to work at the home.

The provider operated systems which regularly assessed and monitored the quality of the service people experienced. We saw a range of audits which identified areas for improvement and associated action plans to achieve this.

28th January 2013 - During a routine inspection pdf icon

People living in the home had a range of communication and behavioural needs. We spoke with four people who told us they liked living in the home. They said staff were kind to them and they could talk to staff about anything they liked or disliked. One person told us they had the same key worker for eight years and that she “was a good lady”. Another told us "I like the new house".

We were told that independence and individuality were promoted within the home. People living there were supported and enabled to do things for themselves. They were encouraged to express their views using their preferred individual communication styles and to participate in making decisions relating to their care and treatment.

We looked at a range of records, spoke with the manager, the assistant manager and two support staff in private. We saw the communal areas of the home, some people’s bedrooms and spent time observing interactions between staff and people living in the home.

27th September 2011 - During an inspection in response to concerns pdf icon

People told us that they liked living in the home. Staff were kind and they could talk to them if they had concerns. People were involved with their care and the running of the home. They told us that there were house meetings where they could put forward ideas and make requests for things such as meal choices, holidays and activities.

1st January 1970 - During a routine inspection pdf icon

The inspection took place on 28 November 2014 and 4 December 2014 and was unannounced.

Hazeldene is a care home without nursing for up to ten people with a learning disability. At the time of the first day of the inspection nine people were living at Hazeldene and on the second day eight people were living there as one person had moved to another service. This move had been carefully planned with the person and their family. The people living at Hazeldene had a range of support needs. Some people could not communicate verbally, some needed support with personal care and engaging in activities whilst others needed support if they became distressed or anxious. Most of the people living at Hazeldene required support from staff when they were away from the service.

The service is required to have a registered manager. A registered manager is a person who has registered with the Care Quality Commission (CQC) to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run. At the time of the inspection the manager was not registered with CQC. They had recently been appointed and were in the process of submitting their application to become a registered manager.

Hazeldene had not had a permanent manager in post since the previous manager deregistered in September 2014. A number of interim managers had managed the day to day running of the service. Some relatives and professionals told us they had not received information promptly during this time and felt they were not aware of what was happening in the service. A member of staff commented that sometimes change took a long time to implement as communication with senior management was not always regular.

People using the service, their relatives and local authority commissioners told us they were happy with the support and care provided at the service. Support was focussed on individuals and designed to meet the specific needs and preferences of people living in the service. There were systems in place to manage risks to people. Staff were aware of how to keep people safe by reporting concerns promptly through procedures they understood well. The provider had robust recruitment procedures in place to ensure only staff of suitable character were employed.

People who could not make specific decisions for themselves had their legal rights protected. A best interests meeting involving relatives and healthcare professionals had been held for one person and a decision made in accordance with the principles of the Mental Capacity Act 2005. The MCA provides the legal framework for acting and making decisions on behalf of individuals who lack the mental capacity to make particular decisions for themselves.

Staff were trained appropriately to meet people’s needs. New staff received induction, training and support from experienced members of staff. Staff felt well supported by the manager and said they were listened to if they raised concerns.

People were involved in planning and reviewing their support. People were encouraged to be as independent as possible and they worked toward agreed goals to achieve this. There was a full programme of activities planned and tailored to the individual needs and preferences of people living at Hazeldene. People maintained links with the community through inviting their friends and relatives into the service, visiting local places of worship, garden centres, coffee shops and the day care centre. Entertainment and activities were also provided by community musicians who visited the service. The manager and staff were aware of the risk of social isolation and worked hard to involve people and avoid isolation.

People and their relatives told us that staff treated them with kindness and respect. The manager and provider monitored the quality of the service regularly. Feedback was encouraged from people, visitors and stakeholders which was discussed and used to improve and make changes to the service.

People’s needs were reviewed regularly and up to date information was communicated to staff. Healthcare professionals spoke positively about the way the staff worked with them to meet the needs of people living at Hazeldene.

 

 

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