Barton Brook 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

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question requires improvement. At this assessment the rating has remained requires improvement. This meant people did not always feel well-supported.

This service scored 60 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff treated people with kindness, empathy and respected their privacy and dignity. During the onsite element of this assessment, we observed care and support being provided to people in communal areas. We observed some positive interactions between people and staff. Most people we spoke with said staff were caring. Comments included, “[Unit Manager] is fantastic, marvellous, I’m very happy” and “I like to have a laugh with the staff and they are caring."

Staff treated people as individuals and mostly made sure their individual needs were met.

We observed staff respecting people’s choices and treating people as individuals. People’s cultural and religious needs were acknowledged and recognised by staff. People’s birthdays and special occasions were celebrated.

The provider did not always promote people’s independence, choice and wellbeing.

We saw no evidence of dedicated meaningful activities taking place. This meant there was a distinct lack of meaningful engagement with people that focused on their personal preferences, likes, dislikes and life histories. This was an area for improvement we had highlighted at our last assessment in 2024, but no meaningful action had been taken by the provider.

Staff listened to and mostly understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Comments from people included, “I buzz, they don’t come, when they do, they pop their head around the door and say I’ll be back in a minute” and “I'm not convinced my [Relative] has had a drink since last night. [Relative] can't turn in bed so can't pick the cup up. It’s in the same place as when I left yesterday."

Leadership and management had not always supported and promoted the wellbeing of their staff. This did not always support or enable staff to deliver person-centred care.

Under previous leadership regimes, managers had enabled the home to mainly work for the benefit of the staff and not residents. This resulted in a poor workplace culture and a lack of person-centred care. The new leadership team had embarked on a significant improvement journey, including matters related to the workforce. Whilst we acknowledge this, further time was required to ensure new systems and processes were fully embedded and improvements sustained.