23 Cecil Road

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

Responsive – this means we looked for evidence that the provider met people’s needs. At our last assessment we rated this key question outstanding. At this assessment the rating has remained outstanding. This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of care.

This service scored 89 (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 was exceptional at making sure people were at the centre of their care and treatment choices, and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. The provider demonstrated an exceptional understanding of the diverse health and social care needs of the people they supported, including those arising from protected characteristics and circumstances that may place people at risk of poorer outcomes. Staff consistently anticipated and responded to changing needs, adapting support in a timely and flexible way to ensure people achieved the best possible outcomes. As a result, people remained at the centre of every decision about their care, experienced support that was highly responsive, inclusive and empowering, and were able to lead meaningful lives in ways that reflected their individual goals, preferences and aspirations. For example, we were shown the participation records that were jointly completed by the person and their staff in relation to achieving their individually set goals. The provider’s proactive and person-centred approach consistently exceeded expectations and had a significant positive effect on people’s wellbeing, independence and quality of life.

People and their relatives were fully involved in the delivery and ongoing review of their care needs, ensuring support was highly personalised, well-coordinated and responsive to any changing needs. Comprehensive assessments captured people’s physical, mental, emotional and social needs, including any specialist interventions as required. Where people had specific needs related to protected characteristics, these were clearly identified and proactively addressed.

Care plans were regularly reviewed in partnership with people, families and relevant professionals and were accessible with easy read options available, promoting transparency and shared ownership of care. Regular reviews and check‑ins ensured people and their families could provide ongoing feedback, keep informed and influence any changes to care. One professional shared, “The patient's care plans were detailed, personalised, and clearly demonstrated meaningful involvement from both the person and their family.”

People were supported to lead full, enriched and meaningful lives. They enjoyed regular access to activities and experiences that truly mattered to them, always guided by their own interests and choices. Staff shared how people had been empowered to research places of interest they would like to visit and participated in planning the trip. This promoted choice, decision-making, increased confidence and meaningful community participation. Staff actively looked for opportunities to develop people’s abilities, promote independence and enable them to live fulfilling lives based on their individual preferences and aspirations. For example, one person received support tailored to their unique goals, by ensuring community outings were positive and stress-free, staff proactively chose quieter times and locations, guiding away from busy areas and crowded groups to maintain personal dignity and comfort. We also saw evidence where people had support during leisure time, with staff offering a supportive presence to gently encourage online safety, healthy digital boundaries, and a diverse range of rewarding hobbies. 

Whether spending time at home or out in the community, each opportunity was carefully shaped around what brought joy, comfort, or a sense of purpose. These personalised experiences helped people maintain independence, express themselves freely, and stay connected with the world around them. From cinema visits to holidays abroad, people were continuously supported to explore, participate, and remain part of their wider community.

The provider had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People and their relatives consistently told us the provider responded quickly and effectively when their needs changed, including in situations requiring urgent or complex support. Timeliness, preparedness and clear communication were central to the care people received, helping people and their families feel reassured, informed and fully involved. Online resources were regularly used to help individuals access information and prepare for visits to unfamiliar locations. Viewing routes and destinations in advance helped to reduce anxiety, increased confidence, and promoted greater independence when attending activities or appointments.

Staff and managers demonstrated an exceptional and nuanced understanding of people’s individual strengths, aspirations and support requirements, ensuring that care was not only responsive but truly person centred. Where individuals received support from multiple services, staff worked with a high degree of transparency and professionalism, fostering strong, collaborative partnerships that promoted seamless joined-up care. This approach enabled people to experience well-coordinated holistic service empowering them to pursue meaningful lives with confidence and stability.

The provider demonstrated exceptional responsiveness through strong multidisciplinary working and skilled leadership. The provider ensured that everyone had excellent continuity of care, and that all necessary appointments went smoothly to ensure people had the best possible outcomes. We also saw that action was taken by the provider to address and improve the experiences of future health appointments for people. Complaints were raised and escalated with the relevant health authorities when people’s experiences of care did not fully meet their holistic needs. For example, one person required hospital investigations. Staff had prepared an easy-read guide with the person and contacted the hospital’s learning disability team in advance to communicate their needs. Despite this preparation, hospital staff were unaware of the person’s learning disability, the reason for the appointment or the need for a mental capacity assessment. Consequently, the planned investigations could not proceed. Staff used this experience to ensure that the necessary information and arrangements were in place for the second appointment. The subsequent visit was better coordinated, and ward staff provided appropriate support, enabling the person to undergo the required investigations. 

Professionals praised the service’s responsiveness, stating communication was, “Particularly impressive. Being open and transparent when discussing areas where staff had experienced challenges in supporting the patient and [staff] could clearly describe the strategies and interventions implemented by the team to improve the patient's mental health and emotional wellbeing.” This demonstrated the provider showed strength in recognising that people’s needs could fluctuate and when they did, they responded proactively to concerns raised, achieving timely and effective resolutions.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People’s individual communication needs were clearly identified and actively used to ensure information was shared in an accessible and appropriate way. Where people could not communicate verbally, staff showed skill and sensitivity in interpreting individuals’ needs. This enabled staff to recognise and respond swiftly to subtle cues, ensuring that needs were met promptly and effectively. This approach significantly reduced distress and discomfort, creating a calm, reassuring and emotionally supportive environment.

Staff supported people to access information from external services and, where barriers existed, advocated on their behalf. This ensured that each person’s views, preferences and responses were recognised and represented, despite any barriers to verbal communication.

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result.

The provider fostered a culture where people were genuinely listened to and acted upon. Feedback was actively sought, valued and used to shape both individual care and wider service development, ensuring people remained influential partners in decisions that affected their lives.

The provider advocated strongly for people’s autonomy, what mattered most for them and ensured people were empowered and supported to make informed choices about their care. For example, we observed staff reassure a person who was reluctant to take newly prescribed liquid medicine. They explained its purpose and offered to request an alternative if needed. The person chose to take it and found it acceptable, demonstrating respectful support for informed choice and medicines adherence. 

People, relatives and advocates confirmed they understood how to give feedback, share ideas or complain about care, support and treatment. They told us they were confident that their views or concerns would be taken seriously and treated compassionately, without fear of any negative repercussions. They confirmed staff always involved people in decisions made about their care and told them what had changed as a result.

Specialist roles, reflective practice and the review of best-practice guidance supported staff to identify opportunities to improve people’s care and outcomes. Staff shared learning across the service and analysed patterns, recurring events and potential triggers to inform preventative action. This enabled support to be tailored to individual needs, reduced the risk of avoidable incidents and promoted safer, more consistent and personalised care. Families reported a marked reduction in safety events between people following the introduction of separate spaces in which they could relax, thereby reducing opportunities for conflict. Leaders used information to target improvements and evaluate whether changes were having a positive impact on people’s day-to-day lives. 

The provider had a clear complaints policy and compliments procedures which were available in different formats to support all people who were using the service. Everyone we spoke with knew how to raise a complaint and felt confident any issues would be dealt with promptly and supported a consistent and transparent approach to managing concerns.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People had equal access to care, treatment and support because the provider complied with legal equality and human rights requirements, including avoiding discrimination, considering the needs of people with different protected characteristics and making reasonable adjustments.

Leaders and their staff were alert to discrimination and inequality that could disadvantage different groups of people in accessing care, treatment, and support, whether this was from the wider society, within organisational processes and culture, or from individuals.

Staff and leaders demonstrated an exceptional commitment to understanding and addressing the needs of people who may be at risk of experiencing inequality in their care, experiences or outcomes. They gathered and listened to information about individuals and consistently used this insight to shape highly personalised care and support. This ensured that every person received an approach that was not only tailored, but truly responsive to their unique characteristics, preferences and barriers. 

Equality, diversity and inclusion were strongly embedded in daily practice, supported by comprehensive training completed by all staff. This created a culture where inclusivity was central to decision‑making and consistently underpinned positive experiences for people. 

People accessed a varied range of meaningful activities reflecting their age, abilities and interests. They maintained friendships, attended age-appropriate social events and explored new experiences, including holidays. One person had identified a museum dedicated to video games that they wished to visit and planned how they would be able to get there, including planning a train journey. Another told us about planning their trip to a major theme park. How they had specifically chosen the lodge to stay in, as it was a cabin type such as one, they were already familiar with locally. Other trips were carefully planned and risk assessed, some people stayed overnight, while others joined as day visitors. This flexible individual approach reduced anxiety, built confidence and enabled people to enjoy experiences that might otherwise have been inaccessible.

Staff also demonstrated innovative and anticipatory practice when supporting local community events. Staff anticipated and removed barriers to local activities by assessing venues for accessibility and each person’s sensory, physical and emotional needs. For a cinema event, the service hired the whole screening room so the environment could be adapted. This enabled people who needed to move around or make noise were able to participate freely and comfortably. 

The culture of the organisation was open to providing care that met people’s needs without fear of discrimination about their age, culture, religion, gender or sexual orientation. This ensured each person was fully supported in all areas of their care and people received consistent care that met that their needs. 

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future.

Guidance for staff detailed decision making with those people who might need support and staff had a good understanding of this. Staff supported people to make their own decisions whenever possible, about their future goals and plans.

People’s care records detailed what was important to them and they were supported by staff who knew their needs wishes and preferences well. People were supported to gain greater independence and rely less on staff and care interventions. We saw many examples of people being supported to achieve their goals, gain more independence and make plans. Records included details about important life changes, including transitions in care.

People’s families were regularly updated on any changes to health or wellbeing and fully involved in care planning. Relatives told us communication from the service was excellent, and they felt welcomed as valued partners in their loved one’s care. Each person had regular review meetings to track their goals and progress. These were discussed and shared across staff meetings, so the whole team remained informed.

Staff shared how there was a genuine focus on promoting independence. “Staff do not simply do things for people, where possible and appropriate, they encourage and support individuals to develop their own skills and make their own choices” And, “All the staff here want the best for the people we support and are always coming up with new ideas to help meet goals”.

One professional confirmed, “[Name] is developing new skills while living at 23 Cecil Road, including gaining a better understanding of money management and shopping, all of which will be an important skill for their future”.