Brampton Lodge

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 people’s care, treatment and support achieved good outcomes and promoted a good quality of life. At our last assessment we rated this key question requires improvement. At this assessment, the rating has changed to 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.

Brampton Lodge ensured people’s care and treatment were effective by thoroughly assessing and regularly reviewing their health, care, wellbeing, and communication needs in partnership with them. People’s preferences and wishes were respected and incorporated into personalised care plans, which provided clear guidance for staff. Comprehensive records accurately reflected people’s individual needs, backgrounds, beliefs, cultures, and other significant factors affecting their care. People and their relatives were actively involved in developing these individualised care plans. Regular reviews, including through the ‘Resident of the Day’ process, ensured ongoing responsiveness to changing needs. Staff reported they requested updates to care plans when they observed changes. External professionals acknowledged the home’s effectiveness in responding to evolving care requirements.

Brampton Lodge planned and delivered care and treatment collaboratively with people, respecting what mattered most to them. Care was provided in line with relevant legislation, current evidence-based practice, and recognised standards. People and their relatives reported receiving care tailored to their individual preferences. Risk assessments and care plans identified areas requiring evidence-based interventions. Care records included up-to-date nutrition and hydration guidance, supporting staff to meet people’s needs effectively. Nationally recognised tools, such as those for assessing malnutrition and pressure sore risk, were routinely used. Staff generally followed clinical advice and policies, though inconsistent use of the Malnutrition Universal Screening Tool (MUST) was noted by one professional partner we spoke with. Leadership had already arranged targeted training to address this gap. Staff demonstrated a clear understanding of dietary frameworks, including the International Dysphagia Diet Standardising Initiative (IDDSI), ensuring safe and appropriate nutrition. Overall clinical guidance was followed, and care was personalised according to people’s preferences. Collaboration with healthcare professionals was evident, with timely interventions supporting people’s wellbeing.

Brampton Lodge worked effectively across teams and external services to support people, ensuring they only needed to share their story once by appropriately sharing assessments and care information during transitions. Leadership maintained strong collaboration with various healthcare professionals, integrating their guidance into individual care plans. We found staff had established positive working relationships with partner agencies, cooperating efficiently to achieve the best possible outcomes for people. Referrals and requests for professional advice were made promptly whenever concerns arose. Changes to people’s care were communicated clearly to staff via the electronic care planning system.

Documented evidence confirmed staff followed the guidance provided by healthcare professionals, and healthcare partners told us the home had a proactive approach to sharing clinically relevant referrals. Although some staff mentioned occasional communication gaps, particularly during handovers, the electronic system largely ensured important updates were effectively shared. A professional partner confirmed staff consistently adhered to recommendations and guidance.

Brampton Lodge actively supported people to manage their health and wellbeing, promoting independence, choice, and control. Staff encouraged healthier lifestyles and aimed to reduce future care needs where possible.

Feedback on involvement in care planning and reviews was generally positive, with most people and relatives feeling involved, though a few relatives noted some communication gaps. Staff demonstrated a strong understanding of people’s health conditions and their role in supporting healthier living.

Through observation and collaboration with healthcare professionals, staff monitored for early signs of health deterioration and took timely action to maintain people’s independence. Preventative care was promoted consistently, with staff supporting people to manage their own health needs. One staff member noted, “We help people with the small things that make a big difference, like hydration and positioning.”

Relatives confirmed Brampton Lodge communicated changes effectively, worked closely with health professionals, and updated care accordingly. Relatives told us, “The GP regularly visits the home and provides feedback,” and “They manage [Name]’s appointments and keep me informed.”

Brampton Lodge routinely monitored people’s care and treatment to drive continuous improvement. Systems were in place to ensure outcomes were both clinically appropriate and personally meaningful, aligning with people’s individual needs, preferences, and goals.

Staff described processes for recording and reviewing care, including the use of electronic care planning systems and regular care reviews. Daily handovers attended by senior care staff and nurses ensured timely updates and shared learning about people’s progress and any concerns.

Professional partners and relatives told us they had observed people’s outcomes had improved over time, with better consistency of care and responsiveness to changes in health and wellbeing. This was supported by routine oversight from leadership, who used feedback and clinical information to adjust and guide improvements. Leaders demonstrated a commitment to reflective practice and outcome-focused care, helping to ensure people received care which was continuously evolving to meet their changing needs.

Brampton Lodge supported people to make informed decisions about their care and treatment, ensuring their consent was sought and respected. People were informed of their rights around consent, and care plans reflected their preferences and choices. Where people lacked the mental capacity to give consent, appropriate best interest decisions were made in line with the Mental Capacity Act (MCA) 2005, involving family members or representatives as needed. Staff demonstrated a clear understanding of the principles of consent and the MCA. They described how they supported people to make decisions and respected their choices, including where capacity was limited. One staff member told us, “Consent is important. No means no. If they have not got capacity, I will still treat them with respect.” Relatives told us staff consistently offered choice and explained actions before providing care. Comments included, “They talk to [Name] about what they are doing,” “They always ask [Name] and tell them what they are doing,” and “I look out for signs in residents that may be being deprived of their rights.” Systems were in place to record consent, and our observations confirmed people were treated with dignity and respect throughout their care.