Burwood Grange 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.

This is the first assessment for this newly registered service. This key question has been rated good.

This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 70 (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 they were treated with kindness, compassion and dignity and we observed this during our visit. Their comments included, “All of the carers treat me with respect and are kind”, “The staff are super. Here you are living in heaven. The care and the kindness are fantastic” and “They really do treat me well. I have a general sort of laugh and anything you want, they get for you, they can’t be any better.” Relatives agreed and said, “The staff are really polite, you feel like you are walking into a family. Staff are good at their jobs” and “Our relative is being well looked after. They all know [them] and have time for [them], even when they are busy.”

The staff were kind and responded to people’s needs promptly and respectfully. We observed the staff to be patient, caring, and displaying genuine affection and respect for people. They knocked on people’s doors before entering and greeted people with a smile. The atmosphere was calm, relaxed and happy with a lot of laughter and fun.

External professionals commented the service provided good and effective care to people. One told us, “The residents are not only well looked after, but also treated with dignity, respect, and genuine compassion. The warm and friendly atmosphere makes such a positive difference, and it’s always a joy to be part of that environment, even in a small way.”

The provider kept a log of all compliments they received from people and relatives. Comments we saw included, “Thank you for all the wonderful care you gave our beautiful mother” and “You went above and beyond many times over; always there with a hug, comforting words, cups of tea and coffee, food day and night. Nothing was ever too much trouble, so thank you for your kindness.”

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.

The registered manager and staff knew people as individuals and were committed to ensuring people were treated as such.This included in relation to their faith and sexuality. Care plans detailed people’s wishes and preferences and we saw evidence the staff knew and respected these. People were able to express their preferences in relation to whether they wanted to be cared for by male or female care workers.

People were supported to develop interests and choices. For example, one person was running a little shop within the home for others to purchase small items such as toiletries. They told us they enjoyed doing this.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported to remain as independent as they could be. People’s choices, as well as their personal, cultural, social and religious needs were understood and respected. The staff aimed to empower them to express themselves and maintain contact with their friends and family. Some people were able to use technology and had their own smart phones or tablets.

People’s daily living and independent skills were recorded in their care plans and regularly reviewed. Some people had high needs and required support in all areas of their daily lives.

Care plans indicated how to offer choice to people. For example, when choosing their meals, or their clothing.

The provider listened to and understood people’s needs, views and wishes. However, staff did not always respond to people’s needs in the moment or act to minimise any discomfort, concern or distress. One person told us, “I felt quite poorly the other day and all I wanted was for someone to come and sit with me for a little while but that didn’t happen – I had used the call bell.” This was fed back to the registered manager who told us they were liaising with the person and their relatives about how to best meet their needs. Relatives felt their family members’ health needs were met.

People told us the staff were usually available when they needed support although they sometimes had to wait for this. One person said, “I don’t use the call-bell often, but when I do it varies how long it takes for someone to arrive” and another stated, “If you use your call-bell it’s not for fun. There’s normally a very good reason and it is frustrating to wait.” Other people felt they did not have to wait long to get support. One person told us, “I do use my call-bell, and someone does come along.” A relative stated, “[Family member] does report that [they] use [their] call-bell and that the staff come quickly.”

The call bell logs indicated that although most calls were responded to in a timely manner, some calls were not responded to for over 30 minutes and some were responded to within 10 to 20 minutes. We raised this concern with the registered manager who told us they had investigated this and found that on several occasions, the same person had called for personal care but the member of staff on that unit was assisting a person at risk of falls, and the senior staff was busy with administering medicines. They added, “A number of calls came from the same room where the sensor equipment was triggered but incorrectly reset. The reset only cancelled the call bell alarm but did not stop the clock running as this is turned off differently than the usual call bell. This has been addressed with care staff.” The call bell log we looked at indicated this was factual.

The registered manager also explained that during busier periods of time during the day, they adopted a ‘whole home approach’. This involved senior staff and management supporting the care staff to provide care and support to people.

People’s health and wellbeing were monitored, and any concerns were addressed without delay. We saw evidence people were supported to access healthcare professionals as needed.

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

The management team spoke positively about the staff team. There were systems in place to identify if staff had any specific health or wellbeing needs. Staff were supported to express their views of the service and any concerns they may have during staff meetings and supervision meetings.

Staff felt supported and spoke of being a good team. They told us the management team cared about them and took any suggestion seriously. A staff member told us, “We feel the management are good. I personally like the fact their doors are always open and they are approachable. They all come out and help on the floor if we are short.”

A range of ideas had been put in place to help staff feel valued and appreciated. The registered manager told us, “We sometimes buy pizzas for the staff team. We also have team building events, and ‘Team member of the month’, which comes with a prize.”