23 Cecil Road

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. At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people’s outcomes were consistently better than expected compared to similar services. People’s feedback described it as exceptional and distinctive.

This service scored 88 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider demonstrated an exceptionally proactive, innovative and person-centred approach to assessing people's needs. Assessments were comprehensive, strengths-based and highly individualised, capturing not only people's health and care needs but also their communication preferences, cultural backgrounds, personal histories, aspirations, interests and talents. This ensured care planning was genuinely centred on what mattered most to each person and enabled people to achieve outcomes that reflected their individual goals, choices and ambitions.

Leaders took a holistic approach to understanding individual needs by collaborating with families and healthcare professionals. They used clinical assessment tools to manage risks, and monitored care outcomes routinely, using data to drive continuous improvement and ensure support evolved with changing needs.

Assessment processes were dynamic rather than static and were routinely reviewed to anticipate changing needs and identify opportunities to improve outcomes. Staff worked creatively and collaboratively to remove barriers, maximise independence and support people to achieve outcomes that were meaningful to them. One person, who with staff support had identified they wanted to improve their local area and staff assessed their needs and the risks together with the person and were able to work with them to achieve their goal and went litter picking. People experienced highly effective support that enabled them to live fulfilling lives, maintain their wellbeing and achieve their personal goals.

Overall, the provider's approach to assessment was exceptional. People were genuinely empowered to shape their care and support, with assessments reflecting not only their needs but also their strengths, aspirations and future ambitions. The provider's commitment to continuous review, partnership working and personalised support resulted in consistently positive outcomes, improved quality of life and a service that placed people firmly at the centre of everything it did.

Leaders carefully matched one-to-one staff based on skills, values, and shared interests. This built rapid trust and consistent care. Staff knew people exceptionally well, enabling them to anticipate needs, spot subtle changes, and deliver personalised support that boosted confidence and emotional wellbeing.

Nutritional and hydration needs were safely managed using evidence-based best practices. Staff expertly supported complex dietary and health requirements while protecting individual choice and independence. This proactive management reduced health risks and consistently improved overall health outcomes.

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 took part in personalised activities, which reflected their preferences. Care and support were delivered in line with recognised best practice and current evidence-based guidance, such as national institute for health and care excellence (NICE) guidelines.

The service delivered care that was person-centred. Support plans were specific to people’s individual needs and developed in collaboration with them and their families. People’s support was timely and appropriate. Staff were knowledgeable about people’s individual needs and demonstrated genuine commitment to delivering high‑quality care. Records confirmed referrals to external professionals were made as required and their guidance incorporated into support plans to ensure continuity of care.

The provider demonstrated an exceptional commitment to collaborative working, ensuring people experienced seamless, coordinated care that consistently delivered positive outcomes. Staff and leaders worked proactively across teams, services and healthcare providers to ensure people's support remained joined up, responsive and centred around their individual needs. Information was shared effectively and promptly when people moved between services, meaning people only needed to tell their story once. This reduced unnecessary stress and anxiety while ensuring continuity of care and support during periods of transition.

People and their relatives consistently described feeling valued, listened to and actively involved in decisions about their care. Feedback was welcomed, acted upon and used to shape service delivery and individual support arrangements. Staff took time to understand people's views and experiences and responded quickly when needs or preferences changed. This created a culture where people felt empowered, respected and confident that their voices mattered.

Communication between people and their staff teams was exceptionally strong. Detailed handovers, comprehensive digital care records and ongoing information sharing ensured staff had an up-to-date understanding of people's needs, preferences and goals. Staff demonstrated a detailed knowledge of the people they supported and were often able to identify and respond to emerging needs before concerns escalated. For example, emotional support plans were used to guide staff in communicating effectively, particularly during periods of anxiety or distress. These identified an individual's baseline presentation and provided clear strategies for staff to follow when supporting someone who may be upset, anxious, or experiencing increased emotional needs. They offered practical examples of the most effective approaches to use at different stages of an individual's emotional response. This proactive approach enabled people to receive highly personalised support and contributed to consistently positive outcomes.

Relatives spoke highly of the support staff provided when people accessed health services, particularly during complex or challenging situations. Staff acted as strong and effective advocates, ensuring people's rights, preferences and individual needs were recognised and respected by external healthcare services. There were multiple examples of staff challenging practice appropriately and working persistently with healthcare professionals when people's specific needs had not initially been fully understood or accommodated. An example was shared where communication between a clinic and GP was inconsistent because information was held on separate systems, resulting in delays and repeated follow-up. Staff established direct contact with the clinic administrator, obtained the required letter and asked the GP to process the change urgently. This meant the GP’s triage and follow-up call were more effective. By adopting a proactive, preventative approach, the provider successfully contributed to a reduction in avoidable hospital admissions and as a result, people received more personalised care, experienced better outcomes and were protected from inequitable treatment.

Partnership working was a significant strength of the service. External professionals consistently praised the staff team's expertise, professionalism and commitment to achieving the best outcomes for people. Professionals described staff as highly knowledgeable regarding people's complex needs and commended their willingness to work collaboratively with specialist services to develop effective support strategies. Leaders had established an open and transparent culture that promoted effective communication, positive relationships and shared learning across organisations. Professionals reported that staff were approachable, responsive and always available to discuss concerns or explore solutions, resulting in exceptionally effective multidisciplinary working.

Overall, the service demonstrated an outstanding ability to bring together people, relatives, staff and external professionals in pursuit of the best possible outcomes. Through proactive communication, effective advocacy, seamless information sharing and strong partnership working, people experienced highly responsive, coordinated care that consistently exceeded expectations and enhanced their wellbeing, independence and quality of life.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People were supported in managing their own health where able, and staff supported people to live healthier lives. Some people had a fortified diets and staff followed guidance from dieticians which enabled people to gain and maintain a healthy weight. There was a proactive and person-centred approach to promoting health and wellbeing.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

People were at the centre of their support and records demonstrated a bespoke level of support for each person. Support plans included individual goals and outcomes which were updated when people’s support needs or goals changed. For example, 1 person’s support was creatively and safely managed, following a review of several safeguarding events. By creating an innovative environment with a bespoke lounge and garden area, this helped the individual manage the difficult situations they had previously experienced, when surrounded with other people. This strategy proved to be very effective in reducing sensory stimulation and helped reduce their internal anxieties to enable them to have a better quality of life. Staff were familiar with how people expressed themselves, including their distress to indicate unmet needs and used this insight to provide timely, appropriate support. This meant people received highly effective outcomes.  

Detailed autism sensory assessments and care plans were in place where appropriate. These helped to ensure people were cared for in an environment that truly met their sensory needs. Relatives told us that staff acted quickly to minimise any discomfort or concerns and contacted GP’s and other relevant healthcare professionals in a timely manner. The provider always communicated effectively with these other agencies to ensure that people’s healthcare needs were met seamlessly and that they continued to receive high-quality support. Professionals praised the collaborative approach which helped, “Inform and shape the most appropriate therapeutic interventions”. This ensured continuity of care where concerns were escalated to healthcare professionals, and meant people received timely and appropriate interventions.

The provider completed regular feedback surveys, and the results were analysed to provide further information on areas they excelled or were potentially lacking and improvements could be found. Information was shared through digital platforms and a variety of accessible formats, including easy read, and included, “Now and next”, “You said, we did” and regular internal newsletters which celebrated both people and staff achievements. The provider also recently received re-accreditation from a recognised autism specific, national quality assurance body which recognised their high quality and inclusive practice.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People were supported to make everyday decisions. Staff told us that they supported people at their pace and in their preferred way. Staff used visual resources, such as easy read guides to help support people in the decision-making process. The provider respected people’s rights around choice and consent when delivering person-centred care and treatment.

Staff were aware of the Mental Capacity Act (2005) principles. Care documentation guided staff about what decisions people could usually make for themselves, and what they might need support with. Records reflected where a person’s ability to make decisions may be impacted by their wellbeing. For example, if a person was feeling very distressed, they would not be able to make decisions about how they could remain safe and records identified the actions staff could take to ensure support was provided in these scenarios. Relevant friends, family members, carers and advocates were involved and kept informed, ensuring decisions were transparent and respectful.