Ashdale

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 remained good. 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.

The provider consistently ensured people’s care and treatment was effective by conducting thorough assessments and regular reviews of their health, care, wellbeing, and communication needs in partnership with them.

People received consistent and person-centred care due to comprehensive and skilled assessments of their needs. These assessments incorporated input from a diverse range of sources, including other healthcare professionals involved in their care, local authority commissioners, learning disability team practitioners, advocates, and relatives.

Staff expressed confidence in the quality of the care plans, noting they contained detailed and relevant information to guide their support effectively. One staff member commented, “The care plans and risk assessment tell us exactly what we need to know. They are also reviewed when there are changes in people’s needs.”

Communication plans were carefully developed and regularly updated for each person, supporting meaningful involvement in decisions regarding their care. Both care plans and communication plans were subject to frequent review and revision to reflect changing needs and preferences.

The provider planned and delivered care and support in partnership with each person, ensuring their preferences, goals, and what mattered most to them were at the heart of every decision. The approach recognised the importance of respecting people’s choices and promoting their independence and wellbeing.

People received personalised care because their care plans were developed based on a deep understanding of their unique needs, strengths, and aspirations. The management team, registered manager, and staff worked closely together to create tailored strategies that supported people in meaningful ways. Care plans were regularly reviewed and updated to reflect any changes, ensuring that support remained relevant and effective.

People’s nutrition and hydration needs were supported in ways that respected their individual tastes, preferences, and cultural backgrounds. Meals were thoughtfully prepared, and accessible menus with pictorial guides and easy-read formats helped people make informed choices. Staff followed recognised best practice, ensuring mealtimes were calm, unhurried, and promoted dignity and social interaction.

Assessments of nutritional and hydration needs were completed and reviewed regularly, with specialist input sought when required. Staff monitored food and fluid intake effectively and worked closely with health professionals to maintain people’s wellbeing.

Best practice was consistently applied in supporting people whose behaviours could challenge. Staff used proactive, person-centred approaches, including Positive Behaviour Support (PBS), to understand individual triggers, promote positive engagement, and reduce the need for restrictions. This helped create a calm and reassuring environment throughout the day, including during mealtimes and when in the community.

People at risk of falls or seizures were supported safely in line with evidence-based guidance. Individual risk assessments were regularly reviewed, and appropriate measures—such as safe seating, adaptive equipment, and supervision—were implemented to promote safety and independence. Staff were trained to respond swiftly and confidently to incidents, ensuring people’s wellbeing and dignity were always maintained.

The service worked effectively across internal teams and with external professionals to ensure people received consistent, well-coordinated support. Staff promoted continuity of care by ensuring individuals’ needs were clearly documented and shared appropriately when people transitioned between services. This reduced the need for people to repeat their personal histories and preferences.

Relatives told us information was shared appropriately, for example, with GPs and community nurses. Staff maintained detailed and up-to-date records of care and support, which were available to health and social care professionals when required. External professionals spoke positively about their experiences of working with the service.

Staff played a key role in supporting people to lead healthier lifestyles by promoting balanced diets, encouraging physical activity, and fostering emotional well-being. They worked closely with people to create personalised health plans, educated them about nutrition and hygiene, and supported regular health check-ups.

Staff also helped people make informed choices about their health, adapted activities to individual needs, and provided emotional support to build confidence and independence. By creating a supportive and inclusive environment, staff empowered people to take more control over their own health and well-being.

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.

Support plans were regularly reviewed and adapted to reflect changing needs or aspirations, helping residents feel heard, valued, and in control of their own lives. This approach built trust, confidence, and a sense of autonomy, which are essential for long-term health and emotional well-being.

Staff actively encouraged social interaction by facilitating group activities, supporting friendships, and organising outings to local clubs, events and social activities. For those who preferred quieter environments or had sensory sensitivities, staff offered tailored alternatives, such as one-to-one walks or home-based creative activities. These opportunities helped reduce social isolation, boosted emotional resilience, and supported mental health by fostering a sense of belonging and inclusion.

The provider consistently ensured people were fully informed about their rights regarding consent. Information was communicated clearly and in a way individuals could understand, enabling them to make informed decisions. These rights were fully respected in the planning and delivery of person-centred care and support.

People were well supported to be involved in decision-making at every level of their care. Staff worked closely with the registered manager to promote a culture of inclusion, ensuring care was delivered in the least restrictive way possible and in line with each person’s abilities and preferences.

Care plans contained clear documentation of mental capacity assessments, and where individuals were assessed as lacking capacity for specific decisions, best interest decisions were made in collaboration with the person, their relatives, or an independent advocate. In cases where individuals did not have support from family, the provider told us they would access advocacy agencies to represent their views and wishes.

Where people were subject to restrictions under the Deprivation of Liberty Safeguards (DoLS), the provider ensured legal authorisations were in place. All conditions associated with those authorisations were met and monitored, demonstrating a clear commitment to safeguarding people’s rights and freedoms.