Birch Park 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.

This is the first assessment for this service. This key question has been rated Good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 83 (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 and relatives told us they were involved in the care plan and review process, and that they felt the service was meeting their needs. Staff demonstrated a very good understanding of people’s assessed needs and spoke highly of the communication methods within the home, particularly highlighting the handover process as very effective.

Most care plans were robust and contained sufficient detail for staff to provide safe care and treatment to people, and we saw a range of clinical assessment tools being utilised effectively within the home. For example, we saw weight records indicated an increase in the number of people who experienced weight loss during the winter months. Following this the provider reviewed food records and new strategies were implemented in response to the weight loss, such as new fortification methods and extra calorie snacks. We reviewed evidence confirming this approach had been effective and most of these people have gained weight.

The provider always 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 and supported the use of new evidence-based techniques and technologies. This person centred approach promoted autonomy, dignity and a sense of control over their care.

Care plans followed national legislation for good practice, and evidence was seen of clinical tools being used effectively. For example, where people were cared for in bed, Waterlow assessment tools were used to assess the risk of skin breakdown for the person, along with Malnutrition Universal Screening Tools, used to identify those adults who may be at risk of malnutrition. This ensured that risks to people’s health and well-being were proactively identified, monitored, and addressed through timely interventions. Care plans and assessment tools were reviewed periodically to ensure they remained relevant. Reviews of the care notes and repositioning records were done daily to ensure safe practice was implemented effectively by staff, which was evidenced by the small number of people who have developed any form of pressure wound whilst at Birch Park. This demonstrated a high standard of preventative care, contributing to people’s comfort, dignity, and reduced risk of complications associated with immobility. Pain management strategies were in place and implemented effectively and consistently where people approached end of life or could not verbally express pain. The provider continuously analysed the data collected in relation to falls, incidents, and deaths to drive improvements continually in the quality of care provided. This minimised the risk of harm to people.

The provider had robust documentation on people’s nutrition and hydration needs and these needs and requirements were communicated regularly and in detail to the kitchen staff, who ensured all food met the person’s needs. This included any specialist requirements such as diabetes and recommendations made by the Speech and Language Teams. Observations showed people received varied food, drinks and snacks, all prepared in line with their requirements and personal preferences. In response to a period of weight loss for a few people, the provider implemented the introduction of freshly made ice creams topped up daily in the bar area for people and relatives to help themselves to. Each floor had a snack area where people could help themselves to their own snacks and were encouraged to take on the extra calories. Since implementing the ice creams people’s weight had increased.

One person told us, “The food is very nice and if you don’t like something they will make you something else. I’ve just had fish and chips, and I asked for a bread and butter to make a sandwich, and they got it for me, no problem.” A relative told us, “[Relative] loves the food! They have a cooked breakfast every day, so I never worry if they miss lunch. The food is particularly good, and it’s well presented. [Relative] loves sardines on toast, and they introduced it onto the menu for them.” This reflected a strong culture of personalised care, where people felt listened to, valued, and well-supported, resulting in high levels of satisfaction with the nutritional support provided.

The provider worked well across teams and services to support people. They shared thorough assessments of people’s needs when they moved between different services, so people only needed to tell their story once. This approach supported seamless transitions and promoted a positive experience for people, reducing anxiety and ensuring their needs were understood and met without unnecessary delay. People and relatives reported a smooth transition into the service, and all detailed how other professionals were regularly involved in their care and treatment, such as chiropodists, GPs, stroke team, dentists, hairdressers. Staff felt there was effective communication and collaboration with external partners, and daily flash meetings captured this partnership working and enabled leaders and senior staff members to share information with all staff efficiently. This holistic, joined-up approach ensured that people received timely access to relevant services, supporting both their health outcomes and quality of life.

Leaders demonstrated how the service worked alongside and in collaboration with the care home support team, who followed people’s journey when they were discharged from hospital, with the falls team, with nurses from the local hospice service, with the stroke team and physio therapists. A representative from the local hospice told us, “Any suggestions I make they always acted upon. They were available if I need to hand anything over.” We also received feedback from the local stroke team who told us, “The care home has been very supportive whilst I have been working with one of their residents. They have actioned requests we have made, and nothing seems too much in terms of assisting us or their resident.” This feedback demonstrated a culture of openness, responsiveness, and shared responsibility for achieving the best possible outcomes for people.

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. The service worked well with other professionals such as physio therapists and members of the stroke team to support people to regain their mobility and reclaim their independence.

The registered manager showed us examples of when the service had supported people through a rehabilitation programme which meant they were able to be discharged from the service and live in their own home. People told us they were supported to access routine health services to enhance their health and were supported and encouraged to maintain mobility and join in with exercise activities.

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Where safety concerns were identified, action had been taken, and lessons were learnt to prevent re occurrence. For example, one person was at high risk of falls and partially sighted. Following a review of their monthly falls, it was identified that a Zimmer frame in a different colour would be easier for the person to identify and use. This was supported by and implemented in conjunction with the community physiotherapist team. Once the red zimmer frame was implemented, falls were noted to have reduced. As part of the ongoing monitoring and learning, the service also signed up to the falls review programme which demonstrated their commitment to falls management and safety. As a result, staff were more vigilant around falls and were confident to implement changes and share ideas.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People told us staff asked for consent before assisting them with personal care tasks, and people felt their views and wishes were considered when care was planned. Staff confirmed they had received mental capacity training and were aware of what consent was and what to do if this could not be readily obtained from people. Where people were unable to give consent to cares, capacity assessments and best interest decisions were in place which were detailed, person centred and decision specific. Care plans and pre assessments detailed consent from people and/or their appointed representatives and was inclusive of people’s views and preferences.