Oakley 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 remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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 told us they were involved in decisions about their care, daily routines, activities and interests. Support was tailored around what mattered to people, including their hobbies, aspirations and preferred ways of spending their time.

We observed people making choices and receiving support from staff who knew them well. Staff demonstrated a detailed understanding of people's preferences, communication needs, relationships and support requirements. Activities and support reflected people's individual interests and goals.

Staff and leaders consistently promoted a person-centred approach to care. People were supported as individuals and encouraged to make decisions about their lives, with care adapted to reflect their changing needs, preferences and aspirations. For example, support arrangements for 1 person were reviewed and redesigned with them and specialist input sought, resulting in reduced distress and improved engagement.

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.

People told us they received consistent support from staff who knew them well. Overall, relatives spoke positively about communication and told us they were kept informed when concerns arose.

Staff described effective handover and communication systems which helped ensure people received consistent support. Systems were in place to share information about people's needs and any changes in their wellbeing, helping staff provide coordinated care.

Leaders maintained systems to support continuity of care, including the use of regular staff and arrangements to support people during hospital admissions. Relatives, staff, and professionals worked together to help ensure care remained joined-up and responsive to people's needs.

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

People confirmed staff helped them understand plans, routines and upcoming activities using information presented in ways they could understand. This included the use of visual timetables, prompts and verbal explanations.

We observed communication tools including Makaton, picture symbols and visual aids being used to support understanding and choice. Staff adapted communication approaches to individual needs and used accessible information to support people's involvement in decisions about their care and daily lives.

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 told us they felt listened to and were involved in decisions about their care and support. People knew who to speak to if they had concerns, felt able to raise issues when needed and told us they were supported to understand and manage worries or incidents.

Staff supported people to express their views using communication methods that met their individual needs. Records showed people were involved in meetings and decisions about their care, support and the running of the home.

We observed staff regularly seeking people's views, choices and preferences. Staff and leaders described involving people in reviews, support planning and decision-making, helping to ensure people's voices were heard and acted upon.

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

People were supported to access healthcare services, community facilities, transport and activities that were important to them. People told us they were able to take part in activities and maintain routines that reflected their individual preferences and interests.

We observed people accessing a range of activities and opportunities based on their needs and choices. Support was tailored to individual needs and communication preferences to help people access services and community opportunities.

Staff and leaders promoted equal access to care, support and community participation. Leaders described making reasonable adjustments where needed to help reduce barriers and ensure people could access the support and opportunities that were important to them.

Staff and leaders were innovative in how they listened to and acted on information about people who were most likely to experience inequality in experience or outcomes. They actively used this information to provide exceptionally tailored care, support and treatment in response to this.

Staff and leaders recognised that people experienced different barriers to achieving positive outcomes and took proactive steps to reduce these. People continued to access meaningful activities, relationships and community opportunities, including where they had multiple health, behavioural or communication needs. Staff and leaders challenged assumptions about what people could achieve and adapted support to maximise opportunities, independence and participation.

Leaders demonstrated a strong focus on identifying and addressing inequalities. They used information about changes in people's wellbeing, communication and behaviour to identify potential unmet needs and seek appropriate specialist support. Leaders advocated for people to access healthcare, screening programmes and specialist reviews, helping to ensure physical health needs were not overlooked or attributed solely to a person's disability. They also made individual reasonable adjustments to care, support and transitions. For example, 1 person's transition arrangements were adapted to reflect their understanding of the process and reduce anxiety and distress.

The provider demonstrated a strong commitment to reducing barriers to participation and promoting equality of opportunity. For example, when people took part in an organisation-wide talent competition, accessibility barriers were proactively addressed to ensure wheelchair users could participate on an equal basis with others. This included creating an accessible stage and arranging access to Changing Places facilities. The event was designed to be inclusive and accessible, enabling people to perform, attend and enjoy the experience alongside others.

Professionals described people continuing to access community opportunities and maintain meaningful routines despite barriers that might otherwise have limited their experiences or outcomes. Leaders and staff consistently focused on improving each person's quality of life. They recognised that positive outcomes were defined by what mattered to the person and tailored support accordingly, helping people achieve outcomes that reflected their individual goals, preferences and aspirations.

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 spoke about future plans, goals and aspirations, including holidays, activities and personal achievements that were important to them. People were supported to identify and work towards goals that reflected their interests, wishes and ambitions.

Staff described supporting people to develop skills, confidence and independence over time. Support plans were reviewed and adapted as people progressed towards their goals and experienced changes in their needs and circumstances.

Leaders and staff promoted an enabling approach to care, supporting people to achieve positive outcomes and pursue future opportunities. This included helping people take small, meaningful steps towards greater independence and achieving goals that mattered to them.