Birch Park Care Home

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

This is the first assessment for this service. This key question has been rated Outstanding. This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of care.

This service scored 89 (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 were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Care records were person centred and some contained detailed, specific information on people’s needs, wishes and preferences as well as their assessed needs. We observed people were placed at the centre of the care they received, and people and relatives told us they had access to their care plans and were consulted when things changed.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. People and relatives told us they felt they were receiving the care and support they needed and did so from a staffing team who knew their needs well. Leaders ensured people received continuity of care by maintaining a consistent staffing team and worked jointly in partnership with other professional services to meet people’s needs. Care records evidenced people’s diverse needs and differences, and staff were appropriately trained to meet all areas of people’s needs.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People told us care records were accessible by them and relatives, and the registered manager facilitated zoom calls with relatives to maintain effective communication and provide updates on people’s needs. A relative told us, [Relative] has a care plan, and they keep me involved in this. They are open with me about everything.”

The registered manager had considered and met the accessible information standard (AIS). Where people had a protective characteristic, such as hearing loss, the service ensured communication channels were in place for people through the use of hearing loops in all tv rooms. Staff have received relevant training and guidance to help them meet people’s communication needs whilst maintaining General Data Protection Regulation (GDPR).

The provider was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff always involved people in decisions about their care and told them what had changed as a result. Resident, relative and staff surveys were conducted and reviewed periodically, with clear actions taken where suggestions for improvement were made. Verbal feedback was also documented where people struggled to complete the written surveys. The registered manager had an open-door policy which people, relatives and staff confirmed provided them with the confidence and support to speak freely. This enabled individuals to raise concerns or suggestions with confidence, knowing they would be heard and action would be taken, which fostered trust and a sense of partnership.

The registered manager held resident, relative and staff meetings which were documented and demonstrated an inclusive approach to gaining feedback from everyone involved in the home. For example, one person requested a grab rail for the side of their bed to aid their independence, a relative requested activities be printed off and placed in bedrooms for them to see, and one person requested a fridge in their bedroom. All of this was acted upon immediately.

The service also showed innovation in ensuring accessibility to feedback processes. Where people or relatives struggled to attend these meetings in person the registered manager routinely held online virtual meetings so that everyone was included and able to be a part of the feedback process. This inclusive flexible approach ensured that people from all backgrounds and abilities could participate in shaping the service, enhancing their sense of ownership and belonging.

Where changes were made staff involved people in decisions about their care and told them what had changed as a result. This transparency and respect reinforced people’s sense of control and autonomy, contributing to positive emotional well-being. Relatives told us, “The [registered] manager is very responsive and quick to act when necessary. Any problem at all and they are there.” This feedback reflects the strong leadership and proactive ethos within the service, which directly benefits the people receiving care.

The provider had ongoing service improvement plans which were reviewed and added to continuously showing how the provider was reviewing and driving improvements in the service. This ensured the service remained responsive, person-centred and forward thinking. When complaints were received the provider had a fair and robust system and process to investigate impartially, provided clear outcomes and noted actions and lessons learned where appropriate. There was a culture of accountability and continuous learning.

The provider was exceptional at ensuring people could access the care, support and treatment they needed when they needed it. The premises were accessible for people of all abilities and needs. For example, appropriate signage was in place for those people living with dementia, mobility aids were in place and where assessed were personalised to meet the needs of the person. Each unit was adapted to suit the service user band that resided there. For example, the ground floor unit was for nursing needs. Bedrooms on this unit were larger to accommodate the extra equipment or medical devices that may be required when people were approaching the end of life or had complex medical needs. The second floor had a secure balcony area which was accessible for people on this unit, so they had regular access to the outdoors. However, they were routinely invited to go out into the gardens of the service. The service had hearing loops in all rooms to ensure people with hearing loss would be able to communicate effectively and have their needs met when in the service. Furthermore, prayer rooms were available in the service for people, relatives and staff to ensure they had facilities to practice their religion, and a bar area in the reception allowed people to sit with families, friends and other residents and have a social experience similar to if they lived at home independently.

Staff had access to an on-call number which was always turned on and manned by a member of the leadership team. The on-call rota was shared with staff so they knew who would be providing out of hours support if there was an emergency. Staff confirmed they were aware of the procedures to follow in an emergency and were complimentary of the leadership team’s responsiveness when on-call. People and relatives confirmed they were provided with a call bell and could summon help as and when they required it. This meant people living in the service would always have access to emergency support and were able to request support from care staff 24 hours a day.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this. Staff rotas showed there was evidence of a good skills mix on each unit, with staff trained specifically in areas required to meet people’s assessed needs.

Care plans showed how the provider had considered people’s protected characteristics and made reasonable adjustments to support their equity in experience. Personalisation was added to individuals’ mobility equipment where required, to ensure they were able to clearly see and define what was theirs. Extra lighting has been put in people’s bedrooms who had sight issues. Culturally appropriate food was sourced locally to support meet the religious needs of people from diverse backgrounds.

Support provided to people on end-of-life care also promoted people’s equity in experience and outcome. Leaders explained how the experiences of people who required end-of-life care at the centre of the care provided by staff, who followed their advanced end of life care plan. One relative told us, “The staff spend time with [relative] and when I get here, there is usually someone in with them. They give [relative] the best quality of life possible in their condition.”

People were given exceptional support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life. The provider strived to be innovative in providing person centred end of life care based on best practice. National guidelines were followed by the provider, and we saw lessons were learned due to the registered manager reflecting on each person’s experience of death and implementing new actions where appropriate. One improvement identified following a period of reflection was a new method of managing people’s secretions to ensure they are more comfortable during the end-of-life stages. New innovative ways of managing this medically were identified by the registered manager, who shared this with the nurses from the local hospice.

People’s needs were considered as part of their end-of-life plans and these took account of communication, ability to understand and capacity when decisions are made. Leaders worked closely with members of the local faith community and ensure visits by such people are planned accordingly. Leaders provided examples of when someone’s health deteriorated quickly, how the deputy manager returned to work and read passages from the religious scripture as per their wishes.

Leaders had the specific skills to meet the emotional needs of staff and relatives at the end of a persons’ life. Staff and relatives are supported with empathy and understanding. A relative told us, “The last year of [relatives] life was lived to the full at Birch Park, they were happy, felt safe and fulfilled. Staff are kind beyond words, going above and beyond for my [relative] and for the family. The staff ensured that [relative] had an excellent quality of life.”