Burlington Mews 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 spoke positively about staff and how they were caring, kind and respectful. Comments included, “Staff are lovely. I feel comfortable approaching staff and feel safe.”, and “Staff are great. I have no concerns about how they treat me”. A staff member said, “I do love working here, it’s the residents that make it.” People expressed that when the service is fully staffed, staff were kind, caring and friendly which had a positive impact on their wellbeing.

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 were supported by staff who knew them well. Both people and their relatives spoke about staff who treated them as individuals. The nominated individual spoke of how people’s individual strengths and abilities were documented in their care plans. People spoke of how they had regular carers which they can build a rapport with which enabled them to feel seen and respected. A person told us, “Staff had learned how I preferred my morning porridge and I am able to leave the home independently to buy newspapers and visit local shops.” Care plans contained details about people’s preferences and how they liked their support to be delivered.

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 involved in planning their care and were supported to maintain choice and control throughout any care they received. Staff encouraged people to remain independent and prompted people to do what they could for themselves, for example, A person told us, “I have the access code and can leave and return to the building when I want, I also manage some of my own personal care and I choose to have a sandwich in my room in the evening rather than attend the evening meal.” A staff member told us, “I spend time with residents, chat with them about what they like they don't like.” A relative said, “I can visit [person] whenever I like, I go up every day to spend time with them.”

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.

People spoke of confidence in staff to spot if they had changing needs and take action to ensure their wellbeing. A person said, “Carers are very good, if you need help, they help you. There aren't enough of them, but they are very good with what they can do." People spoke of carers being understanding of their individual needs and can pre-empt the person’s needs due to knowing them well. People spoke of staff supporting them with GP appointments when needed. A relative told us of how the home supported their relative to eye check-up appointments which relieved the pressure from the relative. People’s care plans contained details of who should be contacted in case of emergencies.

The provider did not always care about and promote the wellbeing of their staff. They did not always support or enable staff to deliver person-centred care.

During our inspection to the home, on both occasions there were staff members leaving employment and other staff members informed us they would also be leaving due to not feeling supported to complete their roles to the best of their ability. Staff informed us that at times they have been asked to complete tasks by the management team that they did not always agree with. For example, staff members spoke about feeling pressured to complete tasks quickly such as the medication round due to a lack of staff working that day to enable them to be back on the floor caring for people. Staff morale was low and there was a discorded relationship between management and staff which had a negative impact on their ability to perform well as a team.