Cygnet Sherwood 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 service met people’s needs. At this assessment, we rated this key question Good. This meant people’s needs were met through effective planning and delivery.

We have not awarded this service a score for Responsive.

Find out about when we will not publish a key question score and what we look at when we assess Responsive.

Description: We make sure people are at the centre of their care and treatment choices, and we decide, in partnership with them, how to respond to any relevant changes in their needs.

We scored the service as 3. The evidence showed a good standard of care.

People were at the centre of their care and treatment planning. The care plans we reviewed were comprehensive, consistent and reflected individual circumstances, preference and need. The service worked effectively with people, their relatives and external partners which ensured person-centred care was provided. One relative told us “Sherwood Lodge give my son everything he needs. He has been in many different hospitals over the years, and not one of them has come close to this one. All the care and support is personal to my son. I can’t fault them, and my son loves the staff.”

People using the service achieved a wide range of outcomes during their admission, including vocational achievements, development of social and daily living skills, and participation in walking, sports, and wellbeing programmes. All interventions and achievements were individualised and person led. Personal goals included building confidence, progressing in community-based activities, and preparing for future transitions. People successfully rejoined their communities, which demonstrated improved independence, resilience, and sustainable recovery.

People, and their families or carers were encouraged and supported to take lead roles within the service, for example, carer ambassadors who attended site and service events, and provided peer support for people using or family members visiting the service. They were empowered to be involved in discussions, and decisions about the shaping of the service.

As the result of a quality improvement project the art psychotherapist and multidisciplinary colleagues developed a more person-centred discharge plan “Hopes and Wishes.” Hopes and wishes was developed due to a lack of consistent or structured methods for capturing an individual's views, aspirations and preferences regarding discharge and life beyond Sherwood Lodge. This created a gap in person-centred discharge planning and limited opportunities for individuals to actively contribute to plans for their future.

A template was designed and implemented to support people to express their hopes and wishes for life after discharge. The template enabled individuals, with appropriate support, to develop their own discharge plans in a person-centred and empowering way. The visual format made the documents accessible and engaging and they were adapted to meet individual communication and expression needs. This approach ensured that discharge planning was meaningful, collaborative and tailored to the individual's goals and needs.

“Hopes and Wishes” had been fully embedded and had improved person-centred discharge planning and promoted collaborative working and co-production with people using the service, ensuring individuals' voices, preferences and aspirations were consistently captured and reflected in care planning. Following presentation at the learning disability steering group, the templates had also been adopted across other Cygnet learning disability services.

People were encouraged, and supported to engage in vocational training, education courses, gymnasium classes, and groups within their local communities, which promoted skill building, confidence, and resilience. Staff enabled people to make informed decisions about their care, and balanced safety with independence and personal growth.

Staff completed thorough assessments with people upon admission, which were reviewed regularly and updated accordingly to ensure care continued to effectively meet people’s needs, preferences and expectations. Care plans reflected physical health, mental health, emotional and social needs, including adjustments for protected characteristics under the Equality Act 2010.

The service promoted and supported staff to undertake lead roles in different care and treatment areas, for example, a carer lead. The carer lead worked closely with people and their relatives and supported them throughout their care and treatment journey with communication, representation, progress updates and visiting.

People and their relatives received accurate and up-to-date information about their diagnosis and treatment options, that clearly explained the benefits or potential risks of any planned treatment interventions. Shared decision-making and collaboration were promoted and supported. This safeguarded people’s preferences, autonomy and ensured their needs were met.

Description: We understand the diverse health and care needs of people and our local communities, so care is joined-up, flexible and supports choice and continuity.

We scored the service as 3. The evidence showed a good standard of care.

Staff demonstrated a strong understanding of the diverse health and care needs of the people they supported and worked to deliver care that was coordinated, flexible, and responsive. There was effective collaboration across internal teams and with external partners, including Integrated Care Boards (ICBs), to ensure care was consistent and met individuals’ needs.

Staff supported people to involve their families in discussions and decisions about their care and treatment. When individuals moved between services or were discharged into the community, staff ensured transitions were well-planned and supported. External professionals were invited to attend care reviews and were actively involved in discharge planning, which promoted continuity of care and positive outcomes for people leaving the service.

To support safe and effective transitions to the persons next placement, therapists at the service worked collaboratively with other members of the multidisciplinary team and formulated bespoke training packages for prospective care providers. All training packages delivered to the persons new placement were person-centred and ensured that the persons new staff team could safely meet their needs.

Description: We provide appropriate, accurate and up-to-date information in formats that we tailor to individual needs.

We scored the service as 3. The evidence showed a good standard of care.

Staff provided people and their relatives with accurate, clear, and up-to-date information about care and treatment in ways they could understand. Systems and processes were in place to adapt information to meet individual communication needs and preferences, including the use of easy-read materials and translated information where required. Where language barriers were identified, staff utilised advocacy and interpreter services to ensure effective communication and understanding.

The service had a designated carer lead who supported ongoing communication with relatives, where consent had been provided. Relatives received regular updates about care, treatment progress, and any relevant events. The carer lead was accessible and responsive to requests for information and support. One relative told us, “managers and staff are very responsive, and always give me the information I’ve asked for and provide updates when needed. They’re always considerate when contacting me, and it’s always at a time that suits me around my work commitments.”

Clear policies and procedures ensured that information was managed securely and confidentially, in line with General Data Protection Regulation (GDPR) requirements. Staff routinely reviewed and recorded people’s consent to share information, in accordance with the Accessible Information Standard.

Staff ensured that people and their relatives were kept informed about care and treatment progress, while maintaining appropriate levels of privacy and confidentiality. Information on how to raise concerns or make a complaint was clearly displayed throughout the service, and individuals were supported to understand their rights.

The service involved relatives appropriately and followed effective processes to ensure information was shared in a timely, accurate, and person-centred way.

Description: We make it easy for people to share feedback and ideas or raise complaints about their care, treatment and support. We involve them in decisions about their care and tell them what’s changed as a result.

We scored the service as 3. The evidence showed a good standard of care.

Staff supported people and their relatives to provide feedback and raise concerns. People were aware of how to make a complaint, and clear information about accessing support was displayed throughout the service. This included details of advocacy services and interpreter support. One family member told us, “I have rarely had the need to raise any concerns in all the time that my son’s been at Sherwood, but on the occasion that I have the manager was very responsive. She acted on what was bothering me, and I saw changes pretty much straight away.”

In the three months prior to our assessment, the service had received one formal complaint from a relative. We found this had been managed appropriately, with clear documentation, regular communication and updates provided to those involved, and a satisfactory resolution achieved.

People using the service were encouraged to share their views and feedback during daily community meetings. We reviewed meeting minutes and saw that feedback and concerns were clearly recorded, with prompt action taken. Outcomes were communicated back to those involved, demonstrating a transparent and responsive approach.

People could also provide feedback at monthly people’s council meetings. The People's Council was an initiative built on co-production, ensuring that people using the service, and their family or carers had a direct impact on how their care and facilities were managed. The purpose of the people’s council forum was to empower people, break down barriers, and share decision-making power with the leadership team.

Relatives were also encouraged to provide feedback through various channels, including feedback forms, QR codes, carer lead, and direct communication with service leaders via visits, email or telephone contact. Staff valued feedback as an opportunity for learning and continuous improvement. They received regular updates on complaints, actions taken, and outcomes, enabling them to identify areas for development and implement positive changes where required.

By actively involving people and their relatives in feedback processes and clearly communicating actions taken, the service fostered a culture of openness and trust. This ensured people, their families, and visitors to the service felt valued, listened to, and respected.

Description: We make sure that everyone can access the care, support and treatment they need when they need it.

We scored the service as 3. The evidence showed a good standard of care.

Staff ensured that people accessed care, treatment, and support in a way that met their individual needs and preferences. Through effective communication and comprehensive assessment processes, staff identified and addressed potential barriers to care, particularly for individuals with complex needs, enduring mental health conditions, or protected characteristics under the Equality Act 2010.

Following assessment, people were supported with any identified mobility needs and provided with the appropriate equipment. Assistive technology and aids were made available where required to promote independence and accessibility.

Medical cover was always available, with doctors accessible both during the day and overnight. In emergency situations or where concerns were identified outside of normal hours, medical staff responded promptly. Where necessary, people were transferred without delay to the local acute hospital to access a higher level of medical care.

Staff worked collaboratively with external organisations to improve access to services and support smooth transitions between care providers. Strong partnerships were in place with GPs, community forensic mental health teams, and placing commissioning services to ensure care was well coordinated and tailored to meet each person’s needs.

The service environment was accessible and designed to support all individuals using or visiting the service. Staff demonstrated awareness of wider social inequalities, with the service actively involved in initiatives such as the Cygnet disability network partnership and the learning disability and autism steering group. Through collaboration with services locally and nationally, staff worked to reduce health inequalities and improve outcomes for people in the region.

Appropriate arrangements were in place for aftercare, including links with community forensic mental health teams and local authority social care teams. Discharge and transition planning was timely and based on clinical need, with effective collaboration between staff and external partners. This ensured that appropriate ongoing care and support was in place, which promoted positive outcomes for people leaving the service.

Description: We actively seek out and listen to information about people who are most likely to experience inequality in experience or outcomes. We tailor the care, support and treatment in response to this.

We scored the service as 3. The evidence showed a good standard of care.

Staff effectively captured and considered the views of people who may be at higher risk of experiencing inequalities or poorer outcomes. This feedback was used to inform and enhance person-centred care and support. People told us they felt empowered to share their views and were actively encouraged and supported to do so. The service promoted a culture where individuals’ voices were valued, their views respected, and feedback acted upon.

Robust policies were in place to ensure adherence to the principles of Equality, Diversity and Inclusion (EDI). These policies sought to reduce disadvantage for vulnerable individuals and those with protected characteristics, promote fairness, and ensure the service was accessible and inclusive across all aspects of care delivery.

Staff demonstrated a good understanding of equality and human rights and worked in line with relevant legislation. Reasonable adjustments were made to meet individuals’ social, cultural, and religious needs. This included working with independent communication support services and providing information in accessible formats tailored to individual requirements.

The service was engaged with the organisational Patient and Carer Race Equality Framework (PCREF), which aimed to improve mental health outcomes for people from racialised and ethnically diverse communities. This initiative supported greater understanding across the workforce, co-produced improvement strategies with people and carers, and promoted the embedding of anti-racist practice within services, with the aim of delivering more equitable and inclusive care.

All staff completed mandatory Equality, Diversity and Inclusion training, which supported awareness and understanding of inequality and discrimination, enabling staff to identify and respond appropriately. The service had an Equality, Diversity and Inclusion lead and steering group in place. Staff demonstrated awareness of the risks of inequity and took appropriate action where disparities in experience or outcomes were identified.

This approach ensured care was inclusive, responsive, and tailored to meet the needs of individuals, particularly those at risk of experiencing poorer outcomes.

Description: We support people to plan for important life changes, so they can have enough time to make informed decisions about their future, including at the end of their life.

We scored the service as 3. The evidence showed a good standard of care.

Staff supported people and their families to plan ahead and make informed decisions about their future care, treatment, and support. Family members were involved in discussions and decision-making processes to ensure plans reflected their loved ones wishes, needs, and preferences. Care, treatment, transition, and discharge plans were reviewed regularly and updated to reflect any changes in needs or expectations.

Staff provided holistic support to people preparing for discharge, addressing their individual needs to ensure an effective transition. They supported people to access appropriate housing. The organisation also had their own supported living properties, which ensured people who needed reduced support in preparation for discharge could continue their recovery journey in a supportive and safe environment which fostered the continued building of independence.

Where appropriate, staff supported individuals to complete advance care planning documentation, including Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) orders and Recommended Summary Plan for Emergency Care and Treatment (ReSPECT) forms.

Staff worked effectively across the service’s wider teams and with external partners when planning care for people with complex needs. This collaborative approach promoted consistency, continuity, and coordinated support across different care settings.

Staff ensured care was delivered in a compassionate and effective way, with a clear focus on long-term wellbeing, future planning, and achieving positive outcomes for people using the service.