Burrswood 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

People told us they were supported with kindness, empathy, dignity, and respect. We observed kind and caring interactions from staff to people living at the home. It was evident, staff knew people well. People were supported to maintain contact with their family and friends and relatives were welcomed into the home. People’s personal and social interests were encouraged, and cultural and religious choices were observed. Staff promoted people’s independence and we were told; people were encouraged to do as much for themselves as possible. The management team were reviewing people’s care holistically and had identified strategies to improve outcomes for people who could become distressed. This had been key in supporting some people maintain their independence and freedom while being kept safe. Staff felt supported and respected by the management team. Staff told us their overall wellbeing had improved as the culture of the home was now positive and they felt involved in the operations of the home.

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.

People told us they were treated with kindness, dignity, and respect. Relatives told us they found staff were caring and compassionate. People told us staff ensured their privacy was observed. One person said, "Yes, if I want some privacy, I can go into my room and close the door." A relative told us, "Yes, I have no qualms about them (staff) being caring and that includes the night staff." A person living at the home told us, "Yes, they are (kind and caring). Sometimes the staff order pizza and give me some and they give me presents at Christmas and my Birthday. They also bring me clothes in. If I need any, they get them for me."

Staff told us they knew people well and told us they ensure privacy is ensured by closing the doors and curtains during any personal care interventions. Staff were able to describe strategies they used to support people’s emotional wellbeing. The management team told us they were consistently visible at the home and in communal areas and they could see how compassionate and caring the staff were.

Partners told us, “All of the professionals working with Burrswood have stated in meetings that it is now a totally different place, staff are clean and helpful and move to care for people with much more purpose. When we visit, we speak to a number of residents and family members, and they have informed me that it is much improved and that their relatives are cared for and happy. "

We observed staff to be kind and attentive to people. Staff referred to people in their preferred name and where people could not express their needs, staff were able to anticipate people's needs effectively. For example, one person was walking around the room, almost pacing and staff were aware this meant the person wanted a drink and they gave them a drink of milk. We observed staff seeking consent from people and checking on their well-being. Staff used appropriate language and humour. We observed jokes and laughter between people and staff. One staff member was able to speak the same language of a person living at the home and this was useful in reducing the individual’s agitation. We observed staff ensured people had their walking aids close to them. We observed staff always knocking on peoples’ doors and obtaining permission to enter. We also observed staff speaking quietly to people to ensure confidentially was maintained.

People were supported to maintain links with their faith and had attended church or been able to have a vicar or priest visit them in the home. A relative told us, "[Name] is Roman Catholic and we were able to bring in the priest to give them prayers for the sick." and "[Name] is Church of England but they like the church services the home has now and again and they put the church services on TV.” One person had been supported to purchase food from a community shop which supplied food goods from their culture. They had made batches of food to provide themselves with their favourite meals which had promoted their independence. A relative told us, "The staff helped [Name] to get a joke book published and it is on sale on Amazon, the activities coordinator helped [Name]." and "[Name] has a big board in their room full of the things they have done here, gardening club, seasonal events, they are doing decorations for St Georges Day." Some people felt there was not enough going on in the home. The provider had identified, further improvements were required to be made in ensuring they can provide for personal, cultural, and social needs and were reviewing this during the assessment. We saw regular visits were occurring to the local pub for breakfast and lunch. A pantomime was put on at Christmas at the home. A local school had visited the home and the pupils had also written letters to people living at the home.

The management and staff had identified improvements to be made to promote people’s wellbeing and interests. Staff had accompanied people on visits to the pub and a huge Christmas dinner event had been held there. The staff had support people to write letters to people in other care homes. A monthly newsletter had been developed by the management team and was shared with people and their families as well as external parties. Each month, a section was completed on "Meet our residents". Staff completed regular baking activities with people and recently batches of chocolate cakes were made. Staff had organised an event for St George's Day and an ABBA Gold afternoon had been organised for people to watch and dance to if they wished. The team had developed a "Burrswood world cruise" This gave people living at the home and staff the chance to experience different cultures and enjoy different foods. The first stop was France and a day of all things French was planned. Warm croissants, cheese and wine were on the menu as well as other French dishes. Each month would celebrate another country with Italy, being the next stop. Staff told us they had tried to improve activities and support people to develop their own interests. Sometimes it was difficult as not everyone like the same group activities and staff tried to spend time on a 1-1 basis with people, painting nails, reading a book, or chatting. Staff explained how they sought consent from people before providing support. One said, “I knock on the door, greet the person and let them know what I’ve come to do. I ask if it’s ok for having support with personal care; if they say they’re tired, I would come back later.”

There were no activities occurring on the day of our site visit, but staff were spending time with people on a 1-1 basis when they could. People appeared to be settled and happy speaking with other people living at the home and enjoying the interactions of staff, managers and other visitors.

Peoples social, cultural and communication needs were recorded in care plans. Where staff were required to alter their communication, for example, speak slowly or shorter sentences, we observed staff following this guidance. Care plans had specifically been developed to ensure people had emotional support when they required it. One person, who could become agitated had clear guidance recorded in their care plan of how staff should respond. All communication care plans recorded how staff should effectively communicate with people.

We received mixed feedback on the availability of activities. Comments included, “[Name] shouted out the answers when they had a quiz, [Name] like’s to watch TV and made an Easter bonnet. They involve [Name] where they can, and [Name] was photographed for the daily Sparkle where staff come around and discuss the old days and have a chat." and “I do think they need to brush up on the activity side of things. I think this is something they are determined to improve upon." Relatives freely visited the home. They were asked to avoid mealtimes but if this was the only time, relatives could visit, then it was permitted. People and relatives confirmed staff supported independence. A relative told us, “They (staff) do get [Name] to be independent. They encourage [Name] to go to the bathroom themselves but help is there if needed.”

Staff told is they promoted independence as much as possible and gave people the time they required to attend to their own personal care and encouraged people to stay mobile. A staff member told us, “Some people can do things for themselves – wash top half, hands and help get dressed. We let them do this and try to promote their independence more.”

There were no activities taking place on the day of our site visit, but staff were chatting with people as they provided care and support. There was evidence of photographs of activities which had taken place and there were group activities planned for the days following our visit. Family and friends visited freely and could choose where to spend their time with their relation. We observed staff prompting people to eat and drink and mobilise independently.

Policies were in place to support visits from families and friends. Staff supported visits and had built relationships with families. Strategies to support people to remain independent were recorded in care records. Any equipment required to support people to be independent was record in the care plans and risk assessments. Activities were recorded in advance and families were invited to attend.

People and their relatives told us, staff responded to them promptly in times of distress or ill health. We saw GPs were contacted when a person was unwell, or their condition was deteriorating. A relative told us, “Sometimes [Name] get’s constipation and they (staff) deal with that and eye infections." and "If [Name] is in pain, they have neuralgia in their face and staff treat them for that. [Name] forgets they have had tablets, so staff explain, they have already had it."

Staff told us and we saw some people who may become distressed were supported with specific strategies which had been proven to reduce levels of agitation and aggression. Staff were knowledgeable of what worked for each person and how they should deploy strategies by anticipating needs and responding promptly.

We observed staff responded to call bells in a timely manner. Staff were able to anticipate when people may become distressed, and we saw one person had started to pace across the room and staff deployed strategies to reduce agitation.

Staff felt extremely well supported with the new management team and told us the culture of the home had completely changed. An open and honest environment had been created and the management team assured us there was a no blame culture. Staff were receiving regular support and daily conversations were held. Staff told us their wellbeing had improved and Burrswood Care Home was now a nice place to work. Staff felt the work was manageable when they were fully staffed.

Regular supervision and meetings were held with staff to ensure their well-being was priority. Staff members were given additional support from the management team to progress in their role including the opportunity to gain further qualification.