Oakleigh 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 requires improvement. At this assessment the rating has changed to 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 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.

Staff, people and relatives were provided with opportunities to discuss the care and support at Oakleigh Lodge. We observed staff supporting people in a person-centred way. For example, one person requested an adjustable table. The provider purchased this item, and this enabled the person to increase their independence whilst eating and also supported the increased use of technology such as an iPad for activities and contacting family members.

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. We found systems and processes were in place to ensure external health and social care professionals were involved in people’s care where required. Care plans included advice and guidance from professionals for staff to follow.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Where a person was non-verbal, we observed staff using objects of reference to support communication and understanding. We observed staff and people engaging together to devise a weekly menu and shopping list. Support was provided to people to choose a meal each day. Photos were taken of previous meals to assist decision making and people took joy in telling us about these activities and experiences.

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 living at Oakleigh Lodge were supported by a key worker. Staff member held weekly meetings with people and ensured they were happy with their ongoing care. Where people were non-verbal, staff clearly documented methods and reactions used to assess whether people were happy with their care as well as involving relatives and loved ones where appropriate.

The provider made sure that people could access the care, support and treatment they needed when they needed it. The provider and registered manager had robust compliance checks in place to ensure this need was met. Where gaps or concerns were identified, responsive action had been taken to address the area of concern and ensured people received the support they needed safely and responsively. For example, audits had identified there was not a comprehensive log of dental visits or medicine reviews for people. The registered manager had acted immediately and arranged access to these facilities and appointments. This meant the registered manager was effective and responsive in delivering equity in access for people.

Staff and leaders actively listened to information about people who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. Care plans were person-centred, and the registered manager tailored the care and support to people’s individual needs. People were supported to access care, treatment and support when they needed to and in a way that worked for them. The management team and staff ensured there were no barriers or delays in accessing care. For example, the provider had an adapted minibus available to support people to access services and appointments.

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 were provided with an opportunity to have an end of life personalised care plan to include their wishes. Staff had completed end of life training. At the time of inspection no one was in receipt of end of life care, however care plans clearly detailed who needed to be contacted in the event of an emergency or someone needing this level of care.