Acer House Care 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 meanswe lookedfor 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 questiongood. At this assessment the rating hasremainedgood. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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

The provider assessed people’s needs thoroughly before admission to ensure the service could meet their needs. Preadmission assessments were person centred and gathered detailed information about people’s health conditions,mobility,communication preferences, and daily routines. For example, assessments recorded early indicators of deterioration, known triggers for anxiety or distress, and the specific support people required to remain comfortable and safe.A relative said, “We visited Acer last year with Dad, but he wasn’t ready at the time. When we came back seven months ago, the room he liked was still available. The home went through everything again and assessed Dad’s declining cognitive abilities. They put just the right support for him.”

Management conducted assessments in partnership with people and their relatives, using appropriate tools to inform individual care plans. Care plans reflected what mattered to each person and included anticipatory guidance for staff, such as how to respond to changes in mobility, appetite, or mood, and when to seek timely support from health professionals. Staff were guided on adapting care approaches as needs changed, including supporting people to maintain independence for as long as possible.Relatives confirmed observing the positive outcomes, for example one said,“Dad struggled with the food at first, but they now seem to have grasped his preferences, and he has put on weight. I think they keep an eye on that though and he is weighed regularly.”

The provider regularly reviewed assessments and care plans to anticipate and respond to people’s changing needs. For example, plans were updated following changes in health, hospital admissions, or feedback from people and relatives, with actions agreed in advance to reduce the risk of avoidable deterioration.However,we received mixed reviews on people and relative’s involvement in reviews. Some people and relatives told us they felt involved in these reviews and that staff listened to and respected their views.“I’m involved in my reviews. When I became unsteady on my feet, they arranged a zimmer frame for me.”While others said they had been involved in an initial assessment but not in reviews. They told us,“The registered manager was very thorough in all her dealings with Dad and she wrote up the initial care plan. I don’t know of any reviews since then and I wasn’t included if there have been.”And another said,“I haven’t really been involved in care plan reviews there. She has only been there since January2024, so she might not have had one.”

Care records were maintained on a real time electronic system, ensuring staff had immediate access to up to date information. This helped staff deliver consistent, proactive care and respond promptly to emerging needs, supporting positive outcomes for people.

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.

Staff and management used various assessment tools to ensure people’s needs were identified and safely met. For example, the Waterlow score was used to assess people’s likelihood of developing pressure areas, and we observed pressure relieving equipment in place for those who needed it.

People’s nutritional needs were met effectively. A relative told us, “[Person] does have some issues around eating, but if she doesn’t like what’s on offer, staff will rustle up a jacket potato or something else she likes. She never goes hungry.” This showed staff responded flexibly to preferences and ensured people received adequate nutrition.

Policies were in line with national good practice guidelines and staff knew people well meaning care was given in a person-centred way. People and their relatives told us they were involved in decision making and their views were evident throughout their care documentation.

Staff, teams, and services worked well together to ensure people experienced coordinated, person centred care. The provider shared key information promptly and effectively,so people only needed to explain their needs once. For example, staff shared assessments and care information when people moved between services, enabling continuity of care and reducing anxiety during transitions.

Management and staff worked collaboratively with external professionals,including health and social care teams, to meet people’s needs. Relevant agencies were involved in developing and reviewing care plans, and staff acted on professional advice in a timely way. This helped ensure people received the right support at the right time, such as arranging specialist input when people’s health or mobility needs changed.One relative said, “The registered manager and district nurses have also organised some physio as her mobility was pretty poor when she arrived.”

Staff worked cohesively within the service and communicated effectively during regular handovers and team meetings. This ensured staff were aware of people’s preferences, routines, and any changes in need. For example, staff told us and records confirmed that they shared updates about changes in mood, mobility, and support needs, helping care stay consistent and responsive.

People’s needs were reviewed collaboratively with appropriate teams to ensure care remained effective and aligned with what mattered to them. People and relatives told us staff worked well together and with other services, which helped deliver smooth, reliable care and positive outcomes.

The provider consistently monitored people’s care and treatment to improve outcomes. Staff regularly reviewed people’s health, wellbeing, and daily experiences and took timely action when needs changed. This proactive approach helped ensure outcomes remained positive and consistent.

Staff monitored people’s physical health closely, including weight, nutrition, hydration, and mobility. For example,when staff identified people at risk of weight loss, they introduced food and fluid monitoring and adjusted support to reflect people’s preferences.In one case, staff noticed that the person did not enjoy eating in her room and was eating very little. They spoke with her and suggested trying meals in the dining room instead. Staff supported her by offering small portions to begin with and gradually increased these as she felt comfortable. She began eating little and often, which helped improve her nutritional intake.

The provider used routine health checks and medication reviews to support positive outcomes. Staff worked with health professionals and followed guidance promptly.A relative said,“Staffworked with the physiotherapist to get azimmerframe. Staff followed instructions on how toencourageMum to walk using her walker. She was encouraged to join the exercise class.Nowher legs aregaining strength andcan walk about in her roomor to activities in the home.”Care plans were updated to reflect this guidance and reviewed to ensure the support remained effective.

Staff supported people to maintain independence and wellbeing. People were encouraged to stayactive, engage insocial opportunities, and access the community.Familymemberstold us theirrelativeshad regained confidence and independencebecauseofthis support.Staffdocumented observations and actions daily, enabling early identification of risks and timely interventions. This ensured people received responsive care that achieved and sustained positive outcomes.

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.

Staff showed a good understanding of people’s needs and adapted care accordingly. In one case, when a person became distressed, slower to respond, and experienced dizziness. Staff in partnership with a health professional identified ear wax as the likely cause. They arranged ear irrigation with an audiologist. Following this, the person was able to listen to his radio programmes again and experienced fewer falls. This promoted his dignity and independence.

Staff supported people’s wellbeing and engagement. One person said, “I know the activities personencourages me to join in, but I’m comfortable in my room. They now come to my room to support me with chair exercises and activities I enjoy.” This approach respected the person’s choice while helping them stay active, engaged, and maintain their wellbeing.

Apersonalso confirmed that staff encouraged independence and choice in daily routines. They said, “I can choose what I want to do at any time. There is never any pressure.” This helped people feel in control of their day and supported their wellbeing.

The provider completed regular audits of medicines, premises, and health and safety, supporting safe and effective care at Acer House.

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

The provider supported people to live healthier lives by promoting choice, consent, and involvement in decisions about their care. Staff ensured people understood and consented to the support they received and sought consent on a day to day basis before providing care. This helped people feel respected and in control of their health and wellbeing.

Where people lacked capacity to make specific decisions, staff completed mental capacity assessments and best interest decisions in line with the Mental Capacity Act (2005). Staff received appropriate training and demonstrated a good understanding of the principles of the Act, including presuming capacity and supporting people to make decisions wherever possible.

Staff worked with people, relatives, and relevant professionals to support informed decision making and promote health and wellbeing. For example, staff involved external professionals to guide care planning and implemented advice to support people’s physical and mental health. People’s needs and decisions were reviewed regularly to ensure care remained appropriate and responsive.