Brookview Nursing 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 inspection we rated this key question as Requires Improvement. At this inspection the rating has improved to Good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People told us the staff were compassionate, kind and treated them with dignity and respect. For example, a person told us, “I’ve not been here long, but it seems fine. Very friendly staff here. No problem with the staff. No problem with anything really.”
A person’s relative told us, “The staff are great now, they take the time to have a chat with [name] when they pop in. They take the time and [name] really likes that. It is nice for us as a family to know [my relative] is being looked after.”

People told us the staff listened to them and communicated with them appropriately. People usually received timely support from staff when they needed it. People told us staff usually attended to them quickly when they pressed the call buzzer in their room. This showed staff supported people with compassion when they were in pain, discomfort, or distress.

People were supported to maintain their dignity. We saw people’s privacy was maintained when they received personal care support, and people were supported to be well presented and appropriately dressed.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People’s individual needs and preferences were understood and detailed in their person-centred care plans. Staff told us they understood the importance of treating people as individuals. Care plans included any relevant personal, communication, cultural, social or religious needs, which might be important for care staff to understand when providing care and support.

People’s care plans were available to staff to refer to for guidance on how to support individuals. The manager told us crucial information about changes in people’s care requirements were communicated to staff through the provider’s electronic messaging system. The provider also had short meetings which took place each day between senior staff at the care home. This helped ensure key information was shared with staff quickly.
 

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.
Staff supported people to experience real choice and control as far as they were able. People’s care needs, preferences, and aspirations were detailed in their individual care plans, and staff had access to those documents to use as a guide.
People were supported by staff to maintain as much independence, choice and control over their lives as possible. People could choose whether to engage in the activities provided by the care home or decide to do something else. For example, a person told us, “Everything is fine. I have nothing to compare it with really though; it’s the only care home I've been in! But I’m not a fan of all the activities, I like to do my own thing in my room.”
People were supported to maintain relationships which were important to them. The provider was supportive and encouraged people to maintain those links. There were no visiting restrictions in place.

The provider listened to and 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.

Staff were alert to people’s needs and took the time to observe, communicate and engage people in discussions about their immediate needs. Changes in people’s health status, and emotional states were also monitored.

The provider’s staff knew people well and could quickly recognise when people needed help or when a person was starting to experience a decline in their wellbeing.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The provider recognised the wellbeing needs of their staff. These included ensuring the necessary resources were available to enable safe working.

Staff were given opportunities to provide feedback, raise concerns and suggest ways to improve the service or staff experiences. For example, a staff member told us, “Every day we have a ‘flash’ (short) meeting, and every head of department is there, and all issues are aired and solutions are sought.”

Most staff told us they felt more supported since there had been a change of manager and the appointment of a clinical deputy manager. For example, a staff member told us, “Since the new manager has started things have changed and we now have a good team, and they listen when you have any concerns.” Another staff member told us, “The team is a happy team, and I would have no concerns about putting a member of my family in here, if they needed it, as the current management team are very client focused.”