Ashley Drive

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 inspection we rated this key question good. At this inspection the rating has remained Good. This meant people’s needs were met through good organisation and delivery.

This service scored 71 (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’s care planning contained information about people’s choices, their preferences and how they chose to live their day-to-day lives. Records evidenced people chose when they wanted to get up in the morning, and when they wanted to begin their nighttime routine. Records evidenced staff supporting people to make informed choices about what outfits they liked to wear and what they would have to eat.

People’s relatives confirmed they felt involved in people’s care. A person’s relative told us, “I feel with the new management things have really improved. There were always barriers or hurdles when I requested reviews of [person’s] care needs and [associated equipment].”

A professional told us, “I have always felt that staff at Ashley Drive demonstrate good knowledge of each [person] as individuals, for example, their particular likes and dislikes and preferences which appears to have supported good rapport between residents and staff.”

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.

The service had improved working partnerships with external professionals, such as the speech and language therapy team, and the local GP who visited the service on a weekly basis. Professionals told us, “[Staff] are able to pick up on changes very quickly and take appropriate actions,” and “I would say we share an increasingly positive relationship with Ashley Drive now which has supported staff engagement in [people’s] care plans and training.” This meant people were supported to receive responsive care in a way which was accessible to them.

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

Information within the service was provided in easy read formats which were accessible for people living in the service. People’s care plans provided clear guidance for staff around sensory impairments, and how information should be communicated to people. For example, 1 person could not read, and so staff were directed to read out any post which came to the service for them. This meant people were still able to make informed decisions about their lives by using information provided to them.

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’s relatives and professionals all acknowledged the service had made improvements around listening to, and seeking feedback. Comments included, “I have found the service to be responsive and keen to take action,” and “[The provider] is very transparent.” The provider had an up-to-date complaints policy in place, which was also provided in an accessible format. A person’s relative told us, “I would speak to [Manager] if we were not happy. I have [their] details, and I wouldn't have any concerns about doing that, it seems like it would be welcomed.”

However, feedback from some relatives indicated that communication could be further improved, and that they would like to be more involved in their loved one's care. We shared this feedback with the provider, who advised that they plan to introduce more regular relatives' meetings to enhance communication and promote greater involvement in care planning and decision-making.

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

A new management team had reviewed every person’s care in the service along with people and their relatives, as it had been identified people’s needs had previously not been fully addressed. A professional told us, “I have noticed an increase in earlier referrals to health teams. For example, rheumatology, dentists, made on behalf of [people] by [the provider].” We observed evidence people had accessed care in a timely manner when they needed it, for example, a person was supported to see the GP for a new health issue that had occurred on the same day.

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.

Staff received required face-to-face learning disability and autism training, and people’s protected characteristics were considered in their care planning. Staff were directed to advocate on their behalf where people needed support to communicate. A professional told us, “I have noticed an increase in advocacy and representation from [the provider] in attending [people’s] meetings and arranging for these to happen as needed.”

People were not always 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.

The provider acknowledged they had not yet been able to fully support people to plan for their future. This formed part of the provider’s improvement plan going forward, however, a person had been supported to plan for their future education.