Tixover House

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 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’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Leaders assessed people’s needs and carried out regular reviews. These assessments considered people’s health, care, wellbeing, and communication needs. Staff ensured people were actively involved in decision-making, prioritising their needs and wishes in all decisions. A relative said, “I am involved in [Person’s] care plan. We have a phone discussion every month to review it and perhaps a more in depth call every few months.”

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 living with dementia were relaxed and content in their surroundings, showing no signs of distress or discomfort. Staff ensured people had access to meaningful and sensory activities. ‘Rummage items’ were placed in various areas to encourage engagement and stimulation. The service had dedicated dementia champions who used observational tools to monitor wellbeing and adjust care plans, helping to reduce discomfort and distress. The provider supported these staff members to deliver dementia care based on best practice and recognised their commitment by awarding them with the Barchester Healthcare ‘Dementia Care Champion’ national award for 2025. A relative said, “I feel the staff totally understand how to look after people living with dementia. They have just won an award for their dementia care which is superb.”

Kitchen staff demonstrated skills in presenting modified-texture foods in a way that preserved their familiar appearance, promoting dignity and a sense of familiarity during mealtimes which encouraged nutritional wellbeing and reduced the potential for health deterioration. People were empowered to make informed choices through the innovative use of ‘show plates,’ offering two visually presented meal options. This approach respected autonomy and supported decision-making in an accessible, dignified, and person-centred manner.

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. Staff proactively worked with other services to achieve good outcomes for people. Professionals working with the service told us, “The staff are well informed regarding all service users and can see care plans are updated regularly, any concerns I have noticed are taken note of and updated accordingly and in a timely manner.” and “The care team consistently supports physiotherapy recommendations and integrates mobility goals into daily routines.” There were effective communication and coordination systems in place enabling the staff team to plan and deliver people’s care and support. The home ran as a ‘whole home’ approach meaning all staff received the same training to support people and staff communicated with each other to ensure people’s needs were always met.

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 and leaders were knowledgeable about risks to people’s health and wellbeing, and were proactive in implementing the appropriate support to prevent deterioration in people’s health, such as increased monitoring and encouragement.

Leaders regularly reviewed data and identified and responded to signs people’s health was deteriorating, for example, reductions in fluid intake. Staff were trained to observe for early warning signs of infection and be proactive at escalating concerns early; and when people showed signs of poor appetite or weight loss, fortified diets or supplements were implemented.

A staff member said, “We have daily meetings to discuss any issues or concerns and we discuss lessons learnt about poor treatment and action plans to prevent it happening again.” A health professional working with the service said, “The collaborative approach between care staff and external professionals like myself contributes meaningfully to resident wellbeing.”

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

Staff and leaders monitored the effectiveness of the care people received and acted to continuously improve people’s quality of life and aspirations. Staff supported people to regain their skills and independence and improve their healthcare needs. This, at times, resulted in people returning to their own homes after receiving support from staff and other professionals. For example, a person moved into the service after a stay at hospital where they had developed a significantly impaired skin condition. Staff used best practice tools to assess the needs of the person and completed a detailed plan of intervention. This resulted in a significant improvement and improved pain management and mobility enabling the person to socialise within the service which not only addressed their physical needs but their psychological recovery enabling them to make positive decisions about their residency and ultimately move to another care provision closer to family further establishing their relationships. A staff member told us, “One of our residents who had a stroke and nursed in bed was now discharged home after regular physiotherapy and staff support with mobility.” The approach and coordinated team response from staff and leaders ensured people received the best possible outcomes.

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

People were engaged in decisions about their care and treatment. We saw staff explaining care tasks and seeking consent before providing support. Where people lacked the mental capacity to make decisions, the provider met with their representatives to help make decisions in people’s best interests and in line with the Mental Capacity Act. A leader told us, “We are committed to encouraging resident autonomy. During GP rounds or medication reviews, residents who have the capacity to make informed decisions are actively encouraged to participate in discussions about their medication and care planning.”