Bridgeway Care Home

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 good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 86 (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 ensuring people were at the centre of their care and treatment choices. They worked in partnership with people to decide how to respond to any relevant changes in their needs.

People were supported to live meaningful lives based on what mattered to them, including accessing community activities. One relative told us, “With the homes help my [family member] lives the best life she can.”

Positive risk-taking was encouraged to help people build confidence and try new experiences. One person proudly showed us their painted nails, which they had had done in the city centre for a rock festival they had attended independently the previous day. A second person told us, “I used to be told “Oh we can’t do that”, now I am told, we can try and if it’s possible, we can achieve it. [Registered manager] he wants us to achieve.” The person told us they had a goal of holidaying in Blackpool which they were planning.

Staff received training to ensure people were safe when accessing community activities. Within Bridgeway Care Home, nurses administered medicines. However, staff had also been trained to administer rescue medicines, enabling people to be safe when out in their local community.

Staff worked with people, their families and relevant health and social care professionals when making decisions about people’s care. Managers and staff ensured people’s views were sought, recorded, respected and acted on. Care plans and risk assessments were reviewed regularly to ensure people’s needs continued to be met, while maintaining maximum choice and control over their support. Relatives told us they were kept informed about changes in people’s needs. One relative said, “The care is excellent. It’s constant. We can go on holiday and know my [family member] is in safe hands. I think it is down to being a good team working together, and a great manager who really cares about the residents. My [family member’s] needs are met promptly.”

People had personalised Positive Behaviour Support (PBS) plans. These plans focused on people’s strengths, developed staff skills in proactive strategies, and helped them understand people’s behaviours. For example, one plan guided staff on how to communicate positively by offering reassurance, compassion, meaningful engagement, and snacks.

The registered manager ensured people had specialised equipment to keep them safe. For example, one person had a wheelchair designed to prevent it from tipping due to the individual’s rocking movements. When one person was admitted to hospital, oOne relative told us “[Family member] was in hospital for 6 weeks. They [staff] were amazing, they came gave [family member] a bed wash, blow dried their hair and brought their favourite pjs”

The management had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

They worked closely with external health and social care professionals, with whom they shared person-centred approaches to ensure the diverse needs and preferences of people using the service could be respected and met. They ensured continuity of care was maintained when required through the provision of dedicated one-to-one staffing support. This flexible approach enabled people to continue participating in important family and community events, including weddings, funerals, and other significant occasions, helping them maintain meaningful relationships and remain connected to the people and activities that mattered to them.

The provider did not use agency staff. This helped ensure people received consistent support from staff who knew them well, including their personal preferences, routines, communication methods, and support needs. Continuity of care promoted positive and trusting relationships and helped people feel safe, comfortable, and well supported.

Staff received training specific to learning disabilities, autism, communication, and positive behaviour support. This helped equip staff with the skills and knowledge needed to understand and respond effectively to people's individual needs, including supporting people who may experience distress or display behaviours that challenge services.

The provider demonstrated a flexible and innovative approach when supporting people through significant life transitions. Where relatives wished to remain involved in supporting their family member following admission to Bridgeway Care Home, the provider recruited and trained them as members of the staff team. This person-centred approach promoted continuity, maintained important relationships, and supported positive outcomes by helping people experience a smooth and successful transition from their family home into residential care.

Staff took appropriate action in helping people and their families access the financial support and benefits they were entitled to. During a residents' meeting, one relative expressed their appreciation for the support a staff member had provided in resolving difficulties relating to their family member's benefits.

Staff also demonstrated a strong commitment to advocacy and ensuring people's voices were heard. One staff member told us, "One person wanted someone to advocate on their behalf. I have the skills, it's very rewarding and if I don't help people, who is going to help?" This reflected a culture where staff actively promoted people's rights, choices, and independence.

The provider gave people information that was accurate, up to date, and presented in ways that met their individual needs.

People were supported in ways that matched their communication needs. Staff gave people the time and space they needed to understand information and respond at their own pace.

Management provided clear and up-to-date information and advice. Care records included guidance for staff on the best ways to communicate with each person and support them to make decisions. This helped ensure people’s individual needs were met.

Relatives spoke positively about how staff and management kept them involved and informed about their family members' day-to-day lives. The registered manager said, “We thrive on working with families.”

One relative told us, “We were kept fully informed about our [family member]. If there was an issue or a change in care, we were notified. The monthly meetings helped us all work together.” Another relative said, “I received plenty of information about my daughter. If I needed help or had a concern, a member of staff was always available.” Information shared at meetings was made available in formats that met people's individual needs. For example, one person's close family members did not speak English as their first language, so the registered manager translated presentations and meeting minutes into their preferred language. This ensured they could fully understand the information being shared, participate meaningfully in discussions, and remain actively involved in decisions affecting their relative's care and support.

Staff consistently involved people in decisions about their care and recorded these decisions. The provider enabled people and their relatives to share feedback, make suggestions, and raise concerns or complaints about their care and support.

The registered manager told us, “I am passionate about feedback from people, we have QR codes around the home so people can leave feedback with their name or anonymously.” We saw QR codes displayed throughout the home to allow people and their families to provide feedback. A QR code is a square pattern that can be scanned using a smartphone to quickly access information or a webpage.

The provider had a complaints policy in place, and people and their relatives knew how to raise a concern or make a complaint. One relative told us, “We are always kept fully informed of any changes. We have not had any issues but have made suggestions (regarding family member). This was put in place. It appears to work. I know that if there was any problems I could go to the staff, and it would be dealt with. This is a very open society.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Care records showed that people’s health, care, and support needs were regularly monitored. We saw evidence of timely referrals to other professionals, including speech and language therapists, GPs, learning disability nurses, and mental health practitioners.

Feedback from health professionals involved in people’s care highlighted that management and staff at the service had advocated on behalf of people.

The location was accessible to people who were able to walk independently and to those who required the use of mobility aids. Corridors were free from hazards, which supported people’s independence.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Policies and procedures promoted equality, diversity and inclusion and we saw people were supported in a way that upheld their rights and preferences and valued people’s individuality. Staff adapted their approach and interactions with people to gain their views and promote positive outcomes. Care records showed people accessed specialist services when required to meet their physical, emotional and spiritual needs.

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.

When one person sought greater independence and fewer care interventions, the provider worked with health professionals to support them to achieve their goals. They emailed stating, ‘From the very beginning, the manager has gone above and beyond to support my rehabilitation. The nursing staff are amongst some of the kindest people I have ever known, and their years of experience was invaluable in helping me many times. They were all incredibly interested in my progress and gave me loads of advice and encouragement.’

People were supported to plan for important life changes in a respectful, sensitive, and person-centred way. Staff approached these conversations with care and understanding, recognising that discussions about the future could be difficult for people and their relatives. Families told us they felt valued and supported during these important times. One relative said, “The care home also extends its care and support to families. We have firsthand been supported and received guidance on funeral plans, deputyship, best interest meetings and other aspects that support us and [family member] alike and we are extremely grateful for such commitment. It isn't often families are considered in the care of loved ones, something we value very much.”

Staff had received training in end-of-life care and understood the importance of providing compassionate and dignified support. One staff member told us, “The most important thing is for the person to be comfy with loved ones close by and definitely to be brought out of hospital.”

One relative spoke warmly about the end-of-life care their mother received. They told us the registered manager had their mother discharged from hospital so she could receive palliative care at Bridgeway, which had been her preferred place of care. Reflecting on this support, they said, “The staff really supported us, they became our family. This place was such a big part of our lives we asked [registered manager] to give a speech at [family member’s] funeral. We raised money for the home at the funeral.” The registered manager said they felt honoured to have been asked to give a speech at the funeral. The relative also told us that when their family member died, staff stood in a line as a mark of respect when the funeral director arrived. The relative and their family still visited the care home and took part in activities as it brought them comfort. The registered manager said, “People are always welcomed back. Once you are our family you are our family.”

Staff recognised the impact that the death of a resident could have on relatives, other people living at the home, and the staff team. One staff member told us, “If we lose a resident, we recognise this, remember them and put a board up for staff to write their memories on to share with relatives.” This helped ensure people were remembered with dignity and provided families with a lasting tribute to their loved one.