Hatchmoor Nursing Home

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.
 

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 did not always make sure people’s care and treatment were effective because they did not always check and discuss people’s health, care, wellbeing and communication needs with them.

The provider used nationally recognised tools to assess people’s skin integrity and nutritional health; however, clinical staff did not consistently document the actions taken, and care records often lacked sufficient detail. Although clinical staff were able to clearly explain their practice and were observed to be delivering good pressure care management, they were not accurately recording what they were doing. Records evidenced that documentation was not always completed.

The registered manager confirmed that an additional recording document had been introduced to ensure all clinical staff had daily oversight of all current pressure area concerns. This document was updated in parallel with the care plans stating the care given and present pressure area condition.The registered manager also confirmed family, district and tissue viability nurses, and GP’s were involved and updated accordingly.

A professional told us, “We have an established and proactive working relationship with the home regarding pressure ulcer management. Staff escalate concerns promptly, and we work jointly with the district nursing team to review and manage cases. All residents with pressure ulcers are safeguarded, regardless of where the ulcer originated. The home has engaged openly in joint learning events, demonstrating a willingness to reflect and improve practice.”

Staff understood the importance of good nutrition and fluid intake for people, and people were supported with this where required. People’s relatives told us they were aware that staff monitored people’s weight. One relative said, “[Name] has been losing weight, so the staff often give [name] high protein milkshakes to build their weight back up.” Kitchen staff told us they were kept informed about people’s dietary needs and preferences.

Information about people’s individual dietary requirements was available in the kitchen area. The head chef demonstrated a good knowledge of people’s individual dietary needs and told us they were updated of any changes or if people were unwell.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

People received care informed by recognised clinical guidance, and staff worked closely with external professionals to support safe, evidence based decisions. Relatives spoke positively about clinical oversight, including one who described the nurse as “meticulous in dispensing medicine and discussing it.” A daily meeting involving all clinical staff and senior management reviewed every resident, covering events from the previous 24 hours and any planned assessments.

Registered nurses rotated across the home, and this routine exchange of information ensured every nurse remained familiar with each resident regardless of where they were working. Staff monitored people’s weight and used recognised tools effectively, including the Malnutrition Universal Screening Tool (MUST) to identify risks of malnutrition and Recognise Early Soft signs, Take Observations, Respond and Escalate (RESTORE) to detect early signs of deterioration. Daily notes showed that when a person became unwell, staff used these tools appropriately and sought medical advice and support in response.

The home engaged with dieticians, GPs, care home community teams, and end of life specialists to ensure people received relevant clinical input. A visiting professional told us, “Residents are encouraged to communicate directly with our clinicians or the Older Person’s Integrated Care (OPIC) team when able. Staff support residents to express their preferences, and families are kept appropriately informed. We have observed a person centred approach to decision making, with staff advocating for residents’ wishes and involving them meaningfully in their care.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The provider worked with a range of health professionals, including the local surgery’s advanced nurse practitioner, the Speech and Language Therapy team and the local hospice link nurse, to support people’s care and treatment. Referrals were made when needed, and staff followed up on agreed actions with external professionals.

Staff collaborated well, sharing information and planning care effectively. They reported having easy access to care plans, which supported consistent practice, and described communication within the team as “very good,” with updates shared promptly. One staff member explained, “When new people move in, we are given a proper description of what their needs are, such as the person’s mobility, food and fluid needs. The management team share the pre-admission assessment with us. When the resident moves in, we get another update at the handover so if there are any changes we are updated with the information.”

People and their relatives said staff knew them well and sought healthcare input whenever needed. A relative commented, “The care home is very proactive when it comes to [person] seeing health professionals.”

One visiting healthcare professional told us, “Whenever I require information about patients, nursing staff can use their IT systems to inform me of the information that I need to complete my assessments. Nursing staff can tell me about their patients’ needs and know if they are deteriorating or if there are any issues. Staff are happy and willing to take any advice given.”

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff supported people’s physical health by monitoring changes, responding promptly to needs and seeking professional advice when required. We observed staff encouraging eating and drinking, offering alternatives when meals were declined, and relatives confirmed creative approaches were used when appetite fluctuated. People described the food as “good,” and staff checked in frequently to offer drinks and support.

The service worked effectively with external professionals, following up on dental and audiology appointments, arranging antibiotics when needed and liaising with end‑of‑life teams to promote comfort and dignity. During the assessment we saw staff supporting people to mobilise with hoists and walking aids, demonstrating an understanding of the importance of maintaining mobility, and using activities such as quizzes to promote mental stimulation.

One professional told us, “The home works holistically with our surgery, district nurses, OPIC team, and families to ensure coordinated care. Communication is proactive and consistent, and staff demonstrate a good understanding of residents’ wider physical, emotional, and social needs.”

We received mixed feedback about follow‑up communication with relatives when people with capacity chose not to follow medical advice aimed at promoting healthy living; people’s decisions in this area were respected. One relative felt communication “could be better,” although they said emails were always answered, while another told us staff encouraged their family member to stay active, join fitness sessions, leave their room and were diligent in checking on them.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Daily handovers ensured staff remained well informed about people’s health and wellbeing, supporting a consistent approach to care delivery and monitoring of outcomes. The staff team understood people’s care goals and worked with them to achieve these, collaborating effectively with healthcare partners to review clinical needs and maintain effective support.

One healthcare professional told us, “I get on very well with the registered manager and nurses. I will see the people they want me to see as well as anyone else they want to speak about; they are proactive about getting medical attention and care.” Another health professional told us, “Hatchmoor Nursing Home demonstrates effective and proactive risk assessment and management. Comprehensive care plans are consistently developed for new admissions, and the home works collaboratively with our clinical team to monitor nutrition, hydration, weight changes, and other clinical risks.”

Quality assurance processes included regular audits of medication, infection control and the care environment, with action plans implemented promptly.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff had a good understanding of the Mental Capacity Act (MCA) and Deprivation of Liberty Safeguards (DoLS). Care plans included capacity assessments, best interests’ decisions and accessible information sheets to support decision‑making. DoLS applications had been submitted to the local authority in line with legal requirements.

Staff sought consent before providing support, and we observed them explaining actions before moving or assisting people, as well as returning later when a person declined a meal. These practices upheld people’s rights and promoted person‑centred decision‑making.

Relatives confirmed staff involved them appropriately when a person’s capacity was limited.

One person told us, “Staff always get my consent, it is never assumed, they are very kind, they get to know [people], and we get to know them.”