Briarwood

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 the last inspection we rated this key question good. At this inspection 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.

Staff made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. The staff worked closely with the teams who referred people when considering new admissions to the service. People usually came to the service for a 12-week assessment. Staff completed these with people and their relatives and shared the outcomes of any findings with teams who would provide support once the person moved to alternative placements or home. Care plans clearly detailed the approaches staff adopted to support people to deal with distress caused by their dementia or mental health needs. The approaches were closely evaluated.

The provider introduced a new electronic care record system. Some aspects of this system were still being developed such as reporting tools. Currently nurses manually collate all the information about whether their suggested change in approach resulted in a reduction in people’s distress, which takes several hours. As an assessment service staff complete a minimum of a 6 and 12 week review on everyone, which means staff need to take extensive periods of time collating and analysing this information rather that they system readily providing it. The provider is addressing this and will be piloting approaches to address this and understand the unique nature of this service would suggest the trial is started at the service.

Care and treatment was delivered in line with current best practice and supported by evidence-based tools. Staff demonstrated strong knowledge and understanding around how to work with people experiencing memory difficulties. Care records included detailed information about clinical needs and were redesigned by the management team to support accuracy and ease of use. Staff routinely worked with external professionals such as clinical teams from a local psychiatric hospital. A visiting professional told us, “The staff at Briarwood are exceptionally good at finding simple but effective ways to reduce behaviours that are challenging.”

Staff 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 effectively worked in partnership with relatives, clinical teams and any new care staff from services people were discharged to. Relatives described how staff always sought their views and ‘kept them in the loop.’ The management team promoted teamwork, open communication and shared learning. Staff described a strong teamwork ethos and that they felt well supported in their roles. Staff worked effectively with health and social care professionals, including GPs, community mental health teams to make sure care was tailored to the person’s needs.

Staff supported people to manage their health and wellbeing to maximise their independence, choice and control. People’s nutritional needs and preferences were assessed and well understood by staff. The service used regen food products which staff heated, and people found they were enjoyable. Staff had a good knowledge of people’s preferences and dislikes regarding food. Staff helped people access healthcare professionals promptly, and relatives described being informed quickly when concerns arise. People’s emotional wellbeing was supported through caring interactions, and staff showed empathy and patience.

Staff routinely monitored people’s care and treatment to continuously improve it. They ensured outcomes were positive and consistent, and they met both clinical expectations and the expectations of people themselves. Quality assurance processes included regular audits of medication, infection control, and care environment, with action plans implemented promptly. Case studies and success stories demonstrated positive outcomes, such as people being able to go back to their own homes and successful live there for longer than expected. Staff had found techniques which reduced distress such as people being easily calmed through listening, reassurance, and meaningful conversation. One person told us, “They are good listeners.”

The service told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff understood the requirements of the Mental Capacity Act and associated codes of practice. They appropriately completed capacity assessments and ‘best interests’ decisions. We noted the new forms on the electronic record system better aligned with the MCA requirements for assessing capacity. Staff understood they needed to consider how any restrictions imposed needed to be reviewed via the use of capacity assessments. The service on occasion supported people who were subject to sections of the Mental Health Act 1983 (amended 2007) such as those on leave from hospital under section 17 leave. Staff understood the requirements of this act and its associated code of practice and ensured all guidelines were followed.