Brampton View Care Home

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 to the care home. Risk assessments were comprehensive and included, people’s physical health needs such as support and nutrition, and personal preferences and routines. People’s care plans were developed to meet their current needs which helped staff deliver personalised support.

Staff promoted people’s independence wherever possible, for example to manage aspects of their personal hygiene or moving around with the use of walking aids. Records showed people’s health was reviewed routinely, and referrals were made promptly when needed.

People and their families, where appropriate, were involved in periodic review of their care. Risk assessments and care plans were updated, when new risks were identified or changes in mobility, skin condition and after a hospital stay. Staff demonstrated a good understanding of people’s needs and how to meet them effectively. Communication between staff was good and daily handover meetings helped to ensure staff kept up to date when people’s needs changed.

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 and standards.

Staff used recognised clinical assessment tools where risks were identified and to monitor people’s health and ensure care provided was in line with best practices. These included the malnutrition universal screening tool (MUST), the Waterlow pressure area risk assessment, and falls risk assessments. Staff also followed a clinical deterioration escalation procedure known as ‘National Early Warning Score’ (NEWS), to identify and respond promptly when people’s health was deteriorating. Monitoring records enabled staff to identify changes quickly such as unexplained weight loss or mobility and to seek appropriate medical advice and treatment.

People’s care records demonstrated staff worked with health care professionals and followed instructions to promote people’s health and wellbeing. For instance, recommendation from the dietitian regarding food textures were included in people’s care plan. This information was also shared with the catering staff to ensure suitable modified meals were prepared.

People and relatives were complimentary about the quality and choice of meals. One person said, “Food is lovely and I try to walk around the block otherwise I'll put on weight.” Relatives were equally complimentary about the meals, drinks and treats offered to visitors. The comments included, “Food is great, [Person name] eats well” and “[Chef] is great, they make the pureed meals look appetising and always nicely presented.”

The mealtime experiences we observed was positive. The meals were well-presented and looked appetising including modified meals. There was a choice of drinks available including wine. We saw staff supported people to eat where needed.

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.

There was evidence of effective partnership working, including a clear and well-managed referral process, when people’s needs changed. Records showed staff liaised with a range of health and social care professionals including GPs, community nurses, physiotherapists and dieticians. A visiting professional told us staff were knowledgeable about people’s needs and said, “The manager, nurses and staff have followed instructions given and keep a good record of the person’s progress.” Staff shared information about people’s changing needs promptly internally and with external health care professionals. This ensured there was a joined up, consistent and effective approach to meeting people’s individual care needs.

People were supported by staff that worked well together and with health care professionals and services.One person said, “I have nurses visiting and see the GP once a week. I had new glasses and my eyes checked. The way this home is now I would recommend it.” A relative told us, “[Person name] was referred to SaLT (speech and language therapist) for swallowing issue and is now on pureed diet. They have thickener in the drinks so it's easy to swallow.”

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.

People told us they were supported to access health care services and treatment when needed. Staff monitored people’s health and carried out routine observation to monitor their vital signs and weights were measured regularly to identify any changes. For example, staff reminded people to drink plenty of water, and how good hydration helps reduce risk to health complications.Care records showed staff worked closely with health professionals to coordinate care effectively and ensure people received the right support at the right time.This included attending routine health checks and outcomes were followed up when required.

Staff worked effectively together to meet people’s needs and promote positive outcomes, for example, how they promoted people’s health and wellbeing in daily care. Relatives told us staff kept them informed when their family member was unwell or had attended appointments. One relative said, “The GP sees [Person name] once a week, whether they need to be seen or not. This also gives me peace of mind.”

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.

People’s care plans were regularly reviewed and updated following assessments, hospital discharges, or changes in health.People told us staff monitored their health and wellbeing. For example, post-fall monitoring and the use of sensor equipment to alert staff when a person was moving around.

The digital care system was used to track key aspects of care including falls, repositioning charts, catheter care and fluid charts allowing staff to promptly identify and address any issues. Where people had fluid targets, the records showed the target was achieved on most days. However, on days when the target was not met, there was no evidence of how this was communicated to staff or if any action was taken. This was raised with the deputy manager to address. When we returned the following day, the fluid intake log was now available on the handheld devices used by staff so they could encourage people to drink more, when required.

Staff demonstrated confidence in identifying new risks. For example, when weights trends identified unexplained weight-loss, advice sought from the dietitian was actioned such as providing fortified meals. Staff shared examples of promoting people’s health and wellbeing whilst respecting their rights and choices. Communication between staff was good, especially about changes to people’s needs. A staff member said, “We constantly get updates and information about changes to people's needs. It’s good because we should be helping a resident in a right way, like reminding the resident to use their frame if they're likely to fall again.”

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People told us staff sought their consent. Records showed people were involved in making decisions made about their care. One person said, “Staff still always ask; and they explain what they're going do to next to help me, so I agree. It's reassuring and there's no surprise.”A relative told us, “Bed rails were put in place as [Person name] consented to this being in place, and the risks had been explained them.”

Staff received training in the Mental Capacity Act (MCA) and understood the importance of people’s consent. Staff told us they always obtained consent from the person before supporting them with personal care tasks. We observed staff providing information in ways people could understand and allowed time for decision-making.

The registered manager understood their responsibilities under the MCA and Deprivation of Liberty Safeguards (DoLS). Decision specific capacity assessments were completed when required, ensuring people and their representatives were involved in best interest decisions. Records showed DoLS were applied appropriately and recorded in care plans. Monitoring systems in place enabled applications to renew DoLS.