Broom Lane 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

People’s care plans and risk assessments were regularly reviewed; however, some care documentation was contradictory and required updating to reflect people’s current needs. The management team had recognised this and were taking action to address the issues. People told us they had access to healthcare professionals and told us staff understood their needs. People spoke highly of the meals and snack provided and told us they were presented with choices.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People told us they felt involved in their care and relatives supported their family members and staff with care planning. One relative said, “We [relative and person with staff] have just done a new care plan for [relative], so I know there is a care plan in place.” People told us they were involved in decisions about their care and support.

People and their relatives told us they were involved in their care planning and made choices about how they liked to receive support.

People’s needs were assessed and documented in their care plans. Some improvements were required to care records, such as ensuring risk assessments were regularly updated and including more personalised information.

People received appropriate food and nutrition to meet their needs. People told us the food was good, saying, “The food is alright actually, we get choices about what we have,” and, “I need help eating but the staff help me.” Some people commented that they got fed up with having sandwiches, however, no complaints about the quality of food. People received drinks and snacks in between meals. We observed lunch being served on 2 units and both were positive experiences. Many people commented about how much they had enjoyed their meal.

Staff and leaders knew people well and supported people to access good nutrition. Staff told us people had safe and well checks throughout the night. One staff member said, “Two hourly checks during the night, more frequent if asked to do so.”

The management team completed care plan audits to identify any concerns. However, care plans were often contradictory, and information was not always kept up to date. This showed systems in place were not always effective. We have reported on this further in the well led key question. Daily records did not always evidence care had been delivered in line with people’s needs. For example, we found some gaps in pressure relieving checks. It was difficult to ascertain if this was a recording issue or checks not being carried out.

People and their relatives were happy with the way the service worked in partnership with external professionals. People told us staff responded quickly if they required any support from healthcare professionals. One relative said, “[Relative] was taken ill and is now in hospital. They [staff] reacted really quickly and let me know straight away. They [staff] are good here, they do try their best.” Another relative said, “They [staff] are good. They keep an eye on [relative]. I think they know [relative] well.”

Staff and leaders told us people had access to external professionals and their advice was followed. Staff told us they worked together well as a team and felt the manager and deputy manager were approachable. One staff member said, “I believe the residents are supported from everyone and well looked after they are always encouraged to make their own choices.”

Visiting professionals gave mixed comments about the home. One professional told us care plans were detailed although there were some contradictions in information. No concerns were raised in relation to DoLS and working within the guidelines of the Mental Capacity Act.

We observed staff working together and staff told us they worked well as a team.

People told us they had access to healthcare professionals to assist them to live healthier lives. One person said, “The doctor visits every Thursday. I would make an appointment if I needed to. They [staff] would sort it out if I needed a doctor before Thursday. Staff would also sort out an optician or dentist if I needed one too.”

Staff and leaders informed us people had access to external healthcare. The manager and deputy manager told us any advice from other professionals was detailed on the communication care plan and said they worked as a team to ensure staff took on board and understood advice. The manager felt staff took on board actions but didn’t always get chance to document this. The manager was working on systems to improve documentation.

Handovers between shifts were used as a tool to pass on information about the home and people’s care. Staff had access to care plans via a handheld device. Systems were in place to support people to transfer between services safely. Details of their most recent care plans were sent with people if they were to be admitted to hospital. However, information was not always up to date and current.

People told us they felt involved in their care and staff assisted them to make choices about their support. Most people felt involved in residents’ meetings although a small minority of people were not aware these took place.

Staff and leaders told us people had access to external professionals and their advice was followed. Staff told us they worked together well as a team and felt the manager and deputy manager were approachable. One staff member said, “I believe the residents are supported from everyone and well looked after they are always encouraged to make their own choices.”

Care and treatment was monitored but not always fully documented in all care plans to reflect current needs. Handovers between shifts were used to pass on information about the home and people’s care.

People felt involved in their care and were supported to make choices. We observed staff interacting with people and found they were respecting people’s privacy and wishes and gaining consent prior to completing care.

Staff told us they understood the principles of the Mental Capacity Act 2005. One staff member said, “We receive training on the Mental Capacity Act. It's to protect and give choice to vulnerable people who lack capacity. I understand my 5 main principles.” The manager understood their roles and responsibilities in line with the Mental Capacity Act 2005.

Systems were in place to ensure people were supported in line with the Mental Capacity Act 2005 (MCA). Where people lacked capacity, best interest decisions were made involving appropriate people. The manager kept a record of Deprivation of Liberty Safeguards applied for and knew about any conditions attached to them.