Ashdale

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 good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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 made 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.

People were actively involved in decision-making, including regular meetings to discuss menus, activities, and home improvements. Independence was encouraged through support with daily living skills, and cultural or religious needs were respected, including dietary preferences and access to worship.

Health needs were proactively managed, for example, staff identified early signs of illness in one person and escalated the concern promptly, leading to timely treatment. Another person with epilepsy received appropriate support during seizures.

Through respectful, responsive, and individualised support, staff ensured residents felt safe, valued, and empowered in their daily lives.

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

Care records were holistic and included input from families, other professionals, and advocates. Staff had received training specific to their role and specialised in relation to people's specific health needs. This helped ensure consistency and continuity of care.

Staffing was consistent, where agency staff were deployed, efforts were made to minimise disruption to people. Communication with families, other professionals and colleagues further added to a consistent and continuous quality of care.

The provider demonstrated a strong commitment to inclusive communication by ensuring that all information shared with people was appropriate, accurate, and tailored to meet individual needs. This approach was fully aligned with the Accessible Information Standard, which requires health and social care providers in England to identify, record, and meet the information and communication needs of people with a disability, impairment, or sensory loss.

A range of accessible formats was used to help people understand and engage with information relevant to their care, daily routines, and choices. These included easy-read documents, pictorial guides, and symbol-supported resources. Storyboards, made up of step-by-step pictures, were used to explain specific activities or upcoming events, such as attending appointments or preparing for personal care, helping individuals to feel prepared and reducing anxiety. Menus were also presented in a pictorial format to support people in choosing meals independently.

In addition, staff made effective use of the Picture Exchange Communication System (PECS), particularly for people who were non-verbal or had limited verbal communication. PECS enabled individuals to communicate their needs, preferences, and choices by selecting and exchanging images. Staff had received training in PECS and used the system consistently and confidently to promote independence and reduce frustration. For some individuals, PECS formed an integral part of their daily communication, embedded into their routines and personalised support plans.

The provider’s complex care team worked closely with staff and the registered manager to ensure communication strategies were person-centred and responsive. Staff were knowledgeable about each person's preferred method of communication and were observed adapting their approach sensitively and effectively. These approaches were clearly documented in care plans, which outlined how information should be presented and how people best understood and expressed themselves.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment, and support. Staff involved people in decisions about their care and told them what had changed as a result.

People were listened to and enabled to feedback their views or ideas because the provider had strategies and systems in place to facilitate this. Feedback from other professionals and agencies involved in supporting people was included in care records. Staff were skilled at recognising people’s responses to situations and recorded these to build up a detailed view of what people felt about; activities, choices, how staff interacted with them, what worked well and what did not work well for them.

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

People were supported to have equity in access to care and support because the provider ensured people’s needs were identified, monitored, and responded to. Staff developed support strategies with people to overcome barriers to access. This had included de-sensitisation to new environments and procedures.

Staff and leaders were committed to making sure everyone received care that was fair, inclusive, and personalised. They actively listened to people who may be more likely to experience inequality and use this insight to shape the care, support, and treatment they provide.

The team had a strong understanding of the needs of people with a learning disability and autistic people, and they worked hard to remove or reduce any barriers that might affect people’s experiences.

People and their relatives told us they felt treated with kindness, respect, and fairness, and their rights were always upheld. Regular training, guidance, and spot checks ensured everyone was reminded of their responsibilities and the high standards expected.

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

People were supported to plan future events and activities because the staff were responsive to people’s ideas and presentation. Positive outcome records in care notes identified what the next steps might be for a person after a particular event or activity.

Whilst people were not receiving end of life care, the provider had policies and procedures in place to consider people’s end of life needs and preferences.