Coppice 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 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 ensured people remained at the centre of their care and treatment by working in partnership with them to respond to any changes in their needs. Care plans were detailed and provided a clear overview of people’s support needs, including how to promote independence, safety, interests and hobbies. Staff involved people and their family members in reviewing and contributing to care plans, which they updated regularly or whenever needs changed, and they kept families informed of any changes. The provider made reasonable adjustments to meet individual needs. For example, 1 person found it difficult to attend a medical appointment, staff worked collaboratively with health professionals to plan and deliver support in a way that met the person’s needs and reduced their anxiety. This meant people received flexible, responsive care that was tailored to their needs and preferences.

The provider understood the diverse health and care needs of people and their local communities and delivered joined-up, flexible care that supported choice and continuity.
Staff ensured people could access health and social care professionals whenever required, promoting timely and coordinated support. The provider had clear processes to make sure staff completed a robust induction and received mandatory and role-specific training so they could support people effectively. Health partners confirmed that staff worked collaboratively with them.
 

The provider ensured people received appropriate, accurate and up-to-date information in formats tailored to their individual needs. Staff clearly recorded communication needs within care plans and used this information to adapt how they shared information with people. The provider had policies in place to ensure information was accessible in different formats and languages, including easy read versions for those who required them. For example, staff provided easy read information about vaccinations to support people to understand their options and make informed decisions about their health, ensuring inclusive and accessible communication for all.

The provider made it easy for people to share feedback, give ideas, and raise concerns about their care, treatment and support. Staff actively involved people in decisions about their care and explained any changes made as a result of their feedback. They supported people to build on their existing skills and encouraged independence. Regular house meetings gave people the opportunity to talk about living at Coppice Lodge, make suggestions and share their views. The provider also had a complaints policy in place, and people received a welcome pack in an easy-read format when they moved in, which clearly explained how to raise a complaint. Staff carried out regular surveys to gather feedback and used this to make improvements; for example, when people said they wanted a lunchtime planner, the registered manager added this to the weekly planner and planned to introduce a separate board for lunches.
 

The provider made sure people could access the care, support and treatment they needed when they needed it. Staff supported people to stay connected with their local community, promoting inclusion and independence. They used communication and health action plans to record each person’s needs, goals and support preferences, helping to deliver consistent care. The registered manager understood how to access specialist support when required, ensuring people received the right help to meet their needs.

Staff and leaders actively listened to people, especially those at risk of inequality, and adapted care and support to meet their individual needs. They encouraged people to express their individuality and supported them to live in a way that reflected their preferences and values. The registered manager promoted a vision of people living their best lives, and staff worked closely with individuals to achieve this. They supported people to take part in activities they enjoyed and helped them reach their goals by providing personalised and meaningful support.

The provider supported people to plan for important life changes, giving them time to make informed decisions about their future, including end-of-life care. Although no one was receiving end-of-life care at the time of our assessment, 1 person had a Recommended Summary Plan for Emergency Care and Treatment (ReSPECT) form in place, which recorded their preferences if their health deteriorated. Where people chose not to discuss future planning, staff respected their wishes and revisited these conversations annually or if their circumstances changed. The registered manager kept these arrangements under review and ensured any changes in people’s circumstances or wishes were reflected in their care planning.