Bridgeway Care Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

There was a strong person-centred culture instilled by the manager, which helped guide staff to care for people with genuine kindness and empathy. One person told us, “The staff are so kind to me. I do need a lot of help, and it’s done with patience and kindness. Staff chat to me telling me what’s going on in the world.” A second person told us, “I think everybody should have the care we get here. I watched the staff care for a lady at end-of-life care and they were brilliant. They even cared for the two daughters. Seeing this gives me great comfort because I know how I will be looked after when my time comes. I feel I have a fantastic relationship with the staff. They are my best friends.”

This caring approach extended beyond people using the service to include relatives. Relatives were warmly welcomed and supported to spend meaningful time with their loved ones. One recently bereaved family member told us, “We still come into the home as it brings us comfort.” They also said, “Staff have kept us going. It’s nice to look back and remember the care [family member] received.” A second relative said, “My daughter is cared for as if she was family. I couldn't do better myself. I don't worry about her care I can just be her dad."

Our observations confirmed these views. Interactions between staff and people was genuine, respectful and person-centred, creating a welcoming atmosphere throughout the service. Staff knew individuals exceptionally well and supported them to engage in meaningful activities. Every interaction reflected patience and respect, promoting autonomy and enhancing emotional and physical wellbeing. This culture of kindness and compassion was embedded in everyday practise, ensuring people consistently experienced exceptional care that prioritised dignity, respect and choice.

We observed one person moving independently along the corridor in their preferred way. Staff remained alongside them throughout, engaging warmly through conversation, maintaining eye contact and providing reassuring therapeutic touch where appropriate.When the same person sought to undress in a communal area staff discreetly maintained their dignity with the use of dignity screens that were positioned throughout the home. This supported positive engagement, promoted the person's wellbeing and demonstrated a caring, person-centred approach that respected their individual needs and preferences.

We observed one person carrying a special memory teddy, which staff had thoughtfully arranged to be made from a cardigan belonging to their [relative] following their recent bereavement. The person spoke warmly about their [relative] and shared the significance of the teddy, which provided her with comfort and a meaningful connection to her loved one. This compassionate and highly personalised support demonstrated staff's understanding of the person's emotional needs and their commitment to promoting wellbeing during a difficult time.

A senior social care professional praised the quality of support provided, describing it as genuinely person-centred. They commented that interactions were consistently warm, respectful and tailored to each person's preferred communication style. They had observed significant positive progress for one person over time, particularly in their growing confidence and increased use of verbal communication. They felt this was a direct reflection of the encouragement, patience and skilled support provided by staff, which had empowered the person to develop and achieve positive outcomes.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Care plans contained detailed, robust and accurate information, and were meaningful and person-centred. They captured people’s preferred ways of communicating, their interests, emotional and spiritual wellbeing, and physical health needs. People had ‘key workers’ and staff were able to use their knowledge of each person to deliver support that helped people feel valued, respected and understood.

Care was highly personalised, with people always treated as individuals. For example, staff recognised that one person was seeking sensory stimulation through behaviours that could impact on their wellbeing and dignity. They identified suitable alternative sensory experiences and resources to meet the person's needs in a positive and person-centred way. Care plans were reviewed and updated to reflect the strategies being used and their effectiveness. One relative told us, “From my [family member] coming to the home, he has had care specially made for him.”

People’s personal needs including those relating to their identity were understood and celebrated. Following their support of a transgender individual, the registered manager organised the Holywell Pride Festival to champion inclusion and equality within the local community. The festival included, staff singing, a choir made up of staff and people who lived at Bridgeway and stalls were people could sell crafts they had made. About the choir one staff member told us, “(Along with people we support) we have staff who are singers, we have staff that are enthusiastic. We get together and make a noise. When you see someone singing with passion, its special its quite emotional.” Staff explained how being in the choir had boosted one person’s confidence and stopped them being isolated in their room. One person in the choir said, “I love singing. It scares me, they [staff] give me the confidence to do it.”

The registered manager told us, “Everyone has something going on, and we are here to support them. One person told us, “I enjoy my music, so the home has given me the equipment for me to be able to play and listen to music. They call me the D.J.” A second person told us, “I feel I am the centre of everything. My care is just for me. I am told about anything that affects me. Whether it is my tablets or treatment I may need. I can always ask questions if necessary. Working together makes this home work.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Prior to moving to Bridgeway Care Home, one person had lived in a highly isolated environment with limited opportunities for social interaction and engagement. They often experienced distress, which impacted their wellbeing and dignity. Following a comprehensive assessment of their needs, staff developed personalised approaches to support them in the way that suited them best, helping to reduce distress, promote comfort and improve their quality of life.

As a result, the person’s opportunities and experiences increased significantly. Their confidence, engagement and independence grew, and they enjoyed meaningful interactions and activities within the home. During our visit, we observed them relaxed and content in a communal area, independently using a mobile phone alongside other people. We were also shown videos demonstrating them learning new skills that promoted their independence and enabled them to achieve positive outcomes.

The impact of this support was reflected in feedback from their advocate, who told us, “They are very fortunate they have moved here. He's like a different person. He smiled, which is really good feedback, and I love that for him. I can see the staff are proud; this is the best move ever.” One staff member said, “[Person] has a voice now.” This highlighted the transformative difference staff had made through their compassionate, person-centred approach and their commitment to helping people live fuller, more meaningful lives.

People and relatives told us they felt listened to, respected, and fully involved in decisions about their care and support or the support of their family member. One person received support to return to live independently. They told us, ‘By ensuring there were enough staff available to assist with my physiotherapy visits, exercise programme and finally supervised prosthetic walking, I have been able to make progress that I genuinely don't believe would have been possible elsewhere. I'm around the corner from family and back where I grew up so I couldn't be happier and I couldn't have done it without Bridgeway.’

When appropriate, people’s relatives were included so decisions were collaborative and, consistent with promoting people’s independence, rights and preferences. Staff promoted the person’s right to choice, supported the relative to understand this, and explained the positive outcomes people exercising their right to choice experienced. One relative commented, “(Due to their disabilities) my daughter doesn't have much independence but is supported in what independence she can manage.”

The provider was exceptional in how they listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

The service demonstrated outstanding practice in responding to people’s immediate needs and reducing restrictions. By not using agency staff, the service had enabled staff to develop a detailed understanding of each person and to use proactive, preventative approaches to recognise early signs of distress and respond promptly with reassurance and appropriate support. Restraint was not a strategy used at Bridgeway Care Home. The clinical lead told us they used de-escalation strategies to support people and did not rely on medicines to manage behaviour. For one person, their one-to-one staffing hours had been significantly reduced as their interpersonal skills and ability to manage their behaviours had improved thanks to proactive staff support.

These proactive and highly individualised approaches reduced anxiety, prevented escalation and promoted people’s safety, dignity and independence.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The provider demonstrated a strong commitment to promoting staff wellbeing by investing in opportunities that supported employees’ physical, emotional and professional development. Recognising staff members’ dedication to achieving vocational qualifications, the provider organised a celebratory graduation evening, complete with caps and gowns, and invited the local mayor to attend. Photographs showed staff proudly receiving their awards. Staff spoke positively about the event, with one saying, “It was a brilliant, fantastic night. I felt recognised and valued.” Another member of staff commented, “It was a good team bonding experience. It was nice to be appreciated and recognised.”

The registered manager highlighted the importance of investing in staff, explaining, “It’s right to invest in people. I like to see people develop. Staff feel valued; it’s a partnership. More skilled staff deliver safe care.” This demonstrated a culture that valued personal growth, recognition and continuous development.

A staff wellbeing board was available, providing information about sources of support and guidance. The registered manager explained that the service subscribed to an independent employee support programme, which offered confidential assistance for staff mental health and wellbeing.

Staff described receiving compassionate and proactive support from the management team. One staff member told us the registered manager noticed they were not their usual self and invited them for a “Chat and a brew.” They said, “He’s good. He is a very good listener, easy to talk to. He could tell something was wrong.” Another member of staff praised the flexibility shown when adjustments were needed to their shift pattern, stating, “They are so flexible.” They also described receiving emotional support during a difficult time, saying the manager reassured them with a cuddle, telling them, “Let us know what you need. We are here for you.”

The provider also promoted physical wellbeing and social connection through regular staff events. The registered manager organised a monthly football match, which was open to all staff. He explained, “We have a staff football match once a month. We pay for the pitch and invite everyone we know. We have up to 60 people attending; you can play or just cheer. We have mini leagues and party food. It’s very popular.” These events encouraged teamwork, inclusion and positive relationships among staff.

Throughout the home, positive messages promoting wellbeing were displayed, including signs such as, “Be strong, be yourself, be playful” and “Stand tall, be unique, be silly, be happy.” Feedback from staff was consistently positive, with one staff member commenting, “[Registered manager] is an excellent manager; he gives me all the support needed.”

These examples showed the provider had developed a supportive and inclusive culture where staff felt valued, recognised and supported in maintaining their wellbeing.