Hatzfeld House

Not everyone who used the service received the regulated activity of personal care. CQC only inspects where people receive personal care support. At the time of the inspection, 14 people were supported with the regulated activity.

Hatzfeld House delivered exceptional care and treated people with kindness, compassion and dignity. People were at the heart of the service and people and relatives described leaders and staff to be caring, kind and proactive with several examples of staff going above and beyond to ensure people felt valued and respected. Staff and management demonstrated an in depth understanding of people’s holistic needs based on individual wishes and preferences. There was a genuine caring and warm culture in the service underpinned by robust partnerships with care partners to ensure people’s needs were consistently met.

Staff excelled at treating people with the utmost dignity and respect and there was a genuine culture amongst all teams of openness and compassion. Staff always treated people as individuals and respected and supported personal preferences. People were always encouraged to maintain relationships with family and friends and access the local community; the provider demonstrated an exceptional level of commitment to ensure people accessed the community for recreation and overall emotional and physical wellbeing.

People told us they felt safe, and processes were in place to ensure people were protected from the risk of abuse. Staff were recruited safely and received relevant training to perform their roles safely. Staff received holistic training which was bespoke to people’s needs and staff were always supported by leaders to ensure staff had the right skills to support people effectively.

People’s nutrition and hydration needs were assessed and reviewed, and people were part of this process. There were Diet and Nutrition Champions to further support people. Staff worked proactively with all healthcare partners involved in people’s care for the best outcomes and smooth transitions when moving between services. People were always empowered to live healthier lives through proactive, evidence-based care, specialist training, and strong partnerships, with Champions driving best practice and ensuring wellbeing and dignity remained central to support.

People were able to access the care, support and treatment they needed promptly, with timely referrals made to health and social care professionals. Records confirmed swift action, and feedback from people and relatives reflected confidence in staff responsiveness. Staff and leaders promoted equity by listening to individual needs, respecting lifestyle choices and religious beliefs, and tailoring care accordingly. Social opportunities were inclusive and monitored to reduce isolation, supporting people to feel engaged and valued.

People’s needs were assessed using clinical tools and a person-centred approach. Care planning was collaborative and holistic, ensuring emotional and physical wellbeing were prioritised and regularly reviewed. Communication preferences were fully respected, and staff demonstrated flexibility and responsiveness, supported by effective systems such as key worker arrangements and regular team reviews to maintain consistently high standards of care.

Leaders and staff consistently promoted a shared vision and culture rooted in dignity, respect, and person-centred care, fostering trust and independence. Leadership was highly visible and actively engaged, encouraging staff to share ideas to improve and innovate care practices. Managers worked closely with the local community and embraced new approaches, creating a culture of continuous improvement and innovation to ensure people received exceptional, compassionate, and personalised care.