Haydock Lodge

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 changed to 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 ensuring people were at the centre of decisions about their care and treatment. People were supported to work in partnership with staff, and the service responded proactively to changes in their needs and preferences. For example, care plans were co‑created with people and, where possible, written in their own words, ensuring their views, wishes and goals were clearly reflected.

Peoples care plans supported to them to develop new skills, maintain independence and, where appropriate, regain abilities as part of their rehabilitation journey.

Staff demonstrated an exceptional understanding of what mattered most to people, including their routines, preferences, dislikes and personal goals. This knowledge informed how care was delivered and enabled staff to adapt support promptly and effectively as people’s needs changed. Care was delivered in a way which respected people as individuals and promoted choice, involvement and dignity at all times.

An advocacy service was available and regularly used to ensure people were supported to express their views and make informed decisions. Leaders consistently modelled person‑centred values, embedding a strong, positive culture throughout the service. There was a clear commitment to supporting choice and decision‑making in line with the Mental Capacity Act. One professional told us, “The home has a really good steer on the Mental Capacity Act, led by the deputy manager.”

One person struggled to sleep during the summer months. Staff recognised that increased daylight was contributing to this and arranged for light‑blocking shutters to be fitted to their windows. This thoughtful intervention significantly improved the person’s comfort and sleep quality. One person told us, “Everything here is catered for, anything you need just gets sorted.”

Staff worked with people to provide highly personalised activity programmes. Activities were planned around individual choice and reflected where people were on their rehabilitation pathway. This ensured people experienced meaningful, purposeful days supporting their interests, aspirations and recovery goals.

Managers and staff shared good practice through regular multidisciplinary meetings, supporting joined‑up and coordinated care.

The provider had a good 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. For example, staff understood people had different needs and abilities and adjusted their approach for each person. One member of staff told us, “No two people are the same, everyone’s journey is different.”

The service worked very closely with other professionals, including GPs, therapists and specialist teams, to ensure care was consistent and joined up. Weekly multidisciplinary team (MDT) meetings were held to review people’s care, share updates and identify any emerging risks. This meant potential concerns were anticipated and addressed early. Information was shared in a timely way, which helped people get the right support at the right time and reduced delays. One healthcare professional told us, “I’m kept fully up to date, so when I attend once a week, I know exactly what has been going on.” This demonstrated strong communication and continuity of care.

Moves between services, including hospital admissions and discharges, were handled very well. Staff made sure care continued smoothly, information was shared promptly, and people felt supported and reassured throughout. A named key worker approach, regular MDT oversight and strong advocacy helped ensure care remained consistent and people achieved positive outcomes.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. For example, people and their families were given clear, accurate information about the service before care started and throughout their involvement. This included what the service offered, how care would be provided, and who to contact if they had questions or concerns. Staff took time to explain information in a way people could understand and checked understanding. The registered manager confirmed information could be provided in alternative formats where needed, including visual aids and large print, and families were involved to support people’s understanding. Weekly reviews were held with people to keep them up to date and fully involved in their care. Information about complaints and raising concerns was accessible and easy to understand. With consent, relevant information was shared appropriately with families and professionals to support safe and effective care.

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. People were central to decision‑making and played an active role in shaping both their own care and the wider service.

Regular resident meetings gave people meaningful opportunities to share views, suggest ideas and influence change. One person told us, “We bring ideas to the meeting, suggesting new activities or things we would like to see, and they do listen and take on board what we want.” A member of staff told us, “Whatever the person wants, we try our best to make that happen wherever possible.”

Feedback led to clear and visible improvements. For example, after people said they wanted more choice and variety in activities, staff worked alongside them to introduce new outings and hobbies based on individual interests. People were actively involved in planning these activities, deciding what they wanted to do and when. Feedback also resulted in reviews of meal choices and changes to daily routines so they better suited individual preferences. Improvements were made to how information was shared and how activities were planned.

Staff listened carefully during everyday interactions and responded promptly to concerns or suggestions. For example, when someone said part of their daily routine was not working well for them, staff adjusted the support straight away rather than waiting for a formal review. This showed people their views were taken seriously and acted on without delay.

The provider used a range of ways to gather feedback to make sure everyone could share their views. This included resident meetings, one‑to‑one discussions, support from keyworkers and the use of accessible formats for people who found meetings difficult. This inclusive approach ensured everyone had the opportunity to be heard.

Views and suggestions raised in meetings were shared with the wider staff team during regular team meetings and used to improve practice. Importantly, people were told what had changed as a result of their feedback, helping them see that their views made a real difference. This built trust and encouraged people to continue sharing ideas and speaking up.

Overall, people told us they felt confident to raise concerns, share ideas and express their opinions. They felt listened to, valued and respected, which supported a strong culture of openness, trust and continuous improvement within the service.

The provider made sure that people could access the care, support and treatment they needed when they needed it. For example, people were supported to access the service in a fair and inclusive way, based on their individual needs. From the first point of contact, staff identified and removed barriers to access, including communication, sensory or cognitive needs. Adjustments were made proactively, such as flexible routines, personalised approaches and accessible information, so people could engage on equal terms. Families, advocates and specialist professionals were involved where appropriate to support access and understanding. One health professional spoke positively about the service’s innovative work to support people with specific neurodevelopmental needs, noting people were assessed and supported promptly without experiencing the long waiting times seen in other organisations. Leaders regularly reviewed access arrangements and used feedback to improve inclusivity.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. For example, staff recognised people required different levels of support and adjusted their approach to reduce the risk of poorer experiences or outcomes. The service used resident surveys, feedback and reviews to understand people’s experiences and identify any differences in outcomes. Resident survey results were reviewed to monitor fairness and consistency of experiences, helping managers identify and respond to any variation. Outcomes were also monitored through care records and incident analysis to ensure people achieved positive and equitable results.

The registered manager further strengthened this approach through proactive partnership working with healthcare professionals to promote people’s physical health and wellbeing. An Advanced Nurse Practitioner attended the service regularly to complete structured health checks, including blood pressure, oxygen saturation levels and ECGs. The GP attended annually to deliver group health education sessions, supporting people to learn how to carry out appropriate self‑checks. These arrangements supported early identification of health concerns, improved health awareness and reduced health risks, helping ensure people experienced consistently positive outcomes.

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future. For example, people we spoke with were clear about their future plans and felt confident about the next steps in their journey. One person told us, “I know what my plan is, I am progressing well and have moved on to independent tasks now, which I am enjoying.” Staff worked closely with people, families and professionals to develop forward‑looking plans with clear aims for personal development, independence and progression. Peoples activities and daily routines were purposefully designed to help build the skills and confidence needed for their next stage, such as moving on to greater independence or alternative living arrangements. Everyone had personalised goals to support progress along their individual pathway, which were regularly reviewed to reflect achievements and changes in needs. Planning was proactive rather than reactive, helping people feel prepared, motivated and positive about their future.