Loxley Park Assisted Living Residency

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 83 (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’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. The service demonstrated a strong person-centred approach, which was consistently reflected in assessments, support plans and the care people received. Staff actively involved people in their assessments and care planning, supporting them to make informed choices about the care and support they needed to remain as independent as possible. Care plans were detailed and developed using a range of relevant information, including people’s health histories and input from health and social care professionals where appropriate. Records clearly described what mattered to people, including their likes, wishes and preferences. They also captured important information about people’s backgrounds and the family and friends who were significant to them, which helped staff provide personalised and meaningful support. People told us that being involved in their assessments supported them to explain what help they needed to maintain their independence. One person said, “About 3 months ago, I told them [staff] I couldn’t see my clothes in my wardrobe. They [staff] gave me a rail to hang my clothes on so that I can see them and now can decide what I want to wear each day.” Relatives also described being appropriately involved in care planning and kept informed of changes. One relative told us, “I am involved in the care plan as much as I need to be and they do discuss any changes to it. My relative has a little dog which has a MAR chart (medication prescribed by their vet) and also a pet care plan. There is another person who has a dog as well. They both go out together walking their pets."

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. Care plans were clear and included defined aims, relevant risk information and structured guidance for staff on how to provide day-to-day support. For example, for a person identified as being at risk of falls, the risk assessment contained detailed information about the person’s mobility, the equipment required and the actions staff should take to reduce and monitor the risk. The service completed monthly falls and accident analysis to review incidents, identify any patterns or emerging risks and determine whether additional support or changes to care were needed to reduce the risk of future occurrences.

The provider worked well across teams and services to support people. They shared assessments of people’s needs when they moved between different services, so people only needed to tell their story once. The service had established positive and effective working relationships with local health and social care professionals. This supported joined up working and contributed to improved outcomes for people. Professionals spoke positively about the service and staff team. One care professional told us, “We have an excellent relationship with Loxley Park. Throughout my time working with them I’ve always found them to be proactive and organised when it comes to the care of their clients. They have a defined process for reporting and monitoring their client’s health needs. I have not had any trouble or barriers with any of the team. I am confident that when I ask for a client to be monitored, but it will be done and documented accurately.

The provider always supported people to manage their health and wellbeing to fully maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support. The service demonstrated an outstanding focus on the early identification of risks to people’s health. Records showed that staff monitored people’s health closely and sought timely advice from appropriate health professionals when concerns or deterioration were identified. People were supported to attend both routine and emergency healthcare appointments when required, which helped to promote timely intervention and positive health outcomes.

The service had an excellent on‑site wellbeing team who played an integral role in promoting people’s physical, mental and emotional wellbeing. They provided a wide range of meaningful daily activities and organised regular excursions tailored to people’s interests and abilities. These included shopping trips to the local supermarket, gardening, quizzes, group exercise sessions and organised outings. These activities supported social inclusion, independence and improved quality of life.

People also benefitted from access to an on‑site restaurant, which offered a variety of balanced and nutritious meals. People were given genuine choice about what they ate, including the option for meals to be delivered directly to their flats. This flexible approach promoted dignity, independence and choice while supporting people’s nutritional wellbeing.

There were several examples of the service supporting people to live healthier and more fulfilling lives. For example, the service worked in partnership with the local council to raise funds to restore a nearby lake. This initiative had a significant and lasting positive impact on people using the service. For 1 person in particular, access to the lake was lifechanging. They described it as a “saviour”. They now fish there regularly, are actively involved in maintaining the area, and spoke proudly about the strong sense of purpose, routine and improved wellbeing this role had given them.

Information about health promotion and wellbeing was shared with people, relatives and staff through people’s meetings and following hospital discharge. This included guidance and signposting to services such as physiotherapy, which supported people to regain skills and remain as independent as possible.

The provider monitored all people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they fully met both clinicalexpectations and the expectations of people themselves. People we spoke with were overwhelmingly positive about the service and the impact that the high-quality care had on their lives and wellbeing. One person told us, “Since living here, I’m a healthier and happier person.” This feedback reflected the consistently positive experiences shared by people using the service.

The provider had a robust and embedded approach to monitoring the effectiveness of people’s care and support. Systems were in place to regularly review care outcomes, and action was taken to continuously improve practice. Reviews of people’s care were effective and included actively seeking people’s views and feedback on a regular basis to ensure care remained responsive and meaningful.

Managers demonstrated a proactive approach to placing people’s voices at the centre of decision making. We saw clear evidence of ‘you said, we did’ initiatives, showing how feedback from people led directly to improvements. People were actively involved in decisions about their care, the activities available, and wider aspects of the service, including choosing new furniture for communal areas. This demonstrated the provider’s commitment to coproduction and genuine partnership with people.

The service showed a strong track record of improving outcomes for people. For example, staff supported one person’s transition into the service following a period of significant grief and distress. The registered manager told us, “Through partnership working, consistent staffing, and a compassionate, person-centred approach, [person] was supported to recover from crisis, regain stability, and feel safe, resulting in improved wellbeing and reassurance for their family.” This example demonstrated the service’s ability to deliver highly personalised care that resulted in sustained, positive outcomes for both people and their families.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People were supported to give informed consent to their care and support, and staff ensured people were kept fully informed about their care and available choices. The provider had clear policies and processes in place to support ongoing conversations with people about consent and decision making. Assessments of people’s needs were decision specific and completed in line with the Mental Capacity Act (MCA) 2005 Code of Practice. Where people were assessed as not having capacity to make certain decisions, staff followed appropriate procedures to ensure decisions were made in the person’s best interests and were proportionate, recorded and reviewed as required.