Birchmere Mews

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 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.
People’s needs were assessed before they moved into the home. People’s assessments covered their health conditions, communication needs, personal care preferences and not only their care needs, but also their personal wishes, preferences, and expectations. These plans guide staff on the most effective and respectful ways to provide care and communicate with each person.
Staff worked with people, relatives and other health and social care professionals to gather detailed, person centred information. The outcomes of these assessments were used to determine whether the staff could safely and effectively meet each person’s needs.
People and relatives were able to visit the home before deciding to move in or start with respite short-term, giving them the opportunity to decide if the home was the right setting for them. Staff met with people regularly and reviewed and updated initial assessments as they learned more about each person’s needs, routines and expectations. This ensured people received care which remained effective and continued to reflect what they needed and wanted.
The assessment of people’s needs was used to create an initial care plan, which staff then updated and refined as they got to know each person better. Care plans were reviewed monthly, or sooner if a resident’s needs change, helping them ensure that support remained personalised and up to date. Care planning system was fully electronic, enabling staff to update records promptly and accurately at the point of care.
 

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 standards.
Staff supported people to maintain good nutrition and hydration and adapted support to meet individual needs and preferences. People spoke positively about the food and dining experience and told us staff offered meaningful choices. One person said, “The food is good; they have choices every day and in the evening of hot or cold buffet.” Another person told us, “Smashing food, if we don’t like what is on the menu, they would do something else for you”.
Staff communicated information about people's allergies, dietary requirements and preferences effectively. Catering staff understood people's individual needs and prepared meals in line with prescribed diets and required food textures. They also prepared alternative meals, snacks and treats to ensure everyone could participate in celebrations and social occasions.
Staff recognised the importance of good nutrition and hydration in maintaining people's health and wellbeing. They regularly offered drinks and monitored people's food and fluid intake where risks had been identified. When staff identified concerns about a person's nutritional intake, they used recognised assessment tools, escalated concerns promptly and worked with nurses and other healthcare professionals to ensure appropriate care and support were put in place.
Staff monitored people's weight regularly and implemented interventions when concerns arose. For example, catering staff prepared fortified meals and nutritional supplements where required. Staff monitored fluid intake against individual targets, and senior staff provided oversight to ensure people remained adequately hydrated. They recorded modified and fortified diets clearly and prepared these in line with professional guidance to help ensure people's nutritional needs were met safely and effectively.
 

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 worked effectively with each other and with a range of health and social care professionals to ensure people received coordinated and responsive care. People told us staff communicated well and worked together to support continuity of care. Staff made timely referrals and worked closely with professionals including GPs, speech and language therapists, physiotherapists, wheelchair services and specialist nurses to help meet people's changing needs.
Health and social care professionals spoke positively about the service, and the systems senior staff had established to support effective joint working. One professional told us, “[Staff] know each [person] as an individual and exactly what their needs are in regard to medical history, medications and behaviours”.
Staff described communication within the service as open and supportive. They used verbal handovers and electronic care systems to share important information, discuss concerns and ensure colleagues remained informed about people's needs and any changes in their health or wellbeing. Staff understood the information and documentation required when people transferred to hospital, helping to maintain continuity of care and support safe transitions between services.
 

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 actively supported people to maintain and improve their health and wellbeing. Relatives told us staff provided consistent encouragement and support, which had helped people improve their physical health and mobility. Health and social care professionals also spoke positively about the impact of staff practice. One professional told us, “[People] are encouraged to take part in daily activities and to make healthy choices in regard to food and hydration”.
Staff promoted healthy lifestyles as part of people's day-to-day care and support. They understood people's individual wellbeing needs and encouraged participation in meaningful activities, social interaction and involvement in the home community. Staff took a holistic approach to care, recognising the importance of supporting people's physical, emotional and social wellbeing and helping to reduce the risk of isolation.
Staff used robust monitoring systems to track people's health and wellbeing and responded promptly when people's needs changed. They understood people's usual presentation and used this knowledge to identify early signs of deterioration. When concerns arose, staff escalated these appropriately, sought advice from healthcare professionals and advocated for further assessment where necessary. This proactive approach helped people access timely healthcare support and ensured staff responded effectively to changes in their health and wellbeing.
 

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 used effective systems to monitor outcomes and evaluate the quality and effectiveness of care. They reviewed care plans and risk assessments regularly to ensure they reflected people's current needs, preferences and risks. People and their loved ones told us they were involved in regular reviews of care plans. Staff closely monitored people's health and wellbeing, recorded changes promptly and acted when concerns arose to ensure people received timely support.
Staff worked proactively with healthcare professionals, including GPs and specialist services, to review and manage people's healthcare needs. They used information from daily records, care reviews, professional involvement and feedback from people and their relatives to assess outcomes and adapt care where required. This helped staff deliver responsive, person-centred care and promote positive outcomes for people.
Staff also worked closely with specialist professionals, including Speech and Language Therapists (SALT), to ensure people received coordinated care. They identified, assessed and regularly reviewed risks relating to areas such as nutrition, hydration, long-term health conditions and the risk of going missing from the service. Staff implemented professional recommendations effectively and used ongoing monitoring to ensure people received safe, responsive and high-quality care that supported their health and wellbeing.
 

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.
Staff recorded clear information about consent, equality, diversity and information sharing within people's care plans. These records helped staff understand who people had agreed could receive information about their care and supported them to maintain privacy, dignity and respectful communication.
Staff encouraged people to make as many choices as possible and supported them to remain in control of their daily lives. During the inspection, we observed staff seeking people's consent before providing care and support. Staff understood the importance of obtaining consent and respecting people's decisions.
Managers ensured staff completed training in the Mental Capacity Act 2005 (MCA), and staff applied the principles of the MCA in practice. They supported people to make their own decisions wherever possible and worked in the least restrictive way. When people lacked capacity to make specific decisions, staff involved family members, relevant professionals and others who knew the person well to ensure decisions reflected the person's wishes, feelings and best interests. One staff member told us, “People’s families and the resident themselves as much as possible would be involved. My views as a member of staff are also asked for”. A health and social care professional confirmed they had participated in best-interest decision-making processes, demonstrating a collaborative approach to supporting people's rights.
Staff also understood the role of people who held legal authority to make decisions on behalf of others, such as those with a Lasting Power of Attorney. Representatives spoke positively about the support they received from staff and managers.