Burton Park

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

Staff told us that as patient numbers had reduced and reliance on agency staff had significantly reduced, this had improved consistency, and they had more time to spend with patients. Patients were aware of their rights, whether they were informal or detained under the Mental Health Act (1983). Patients were encouraged to keep in touch with others who were important to them. Staff wellbeing and morale had increased since our last inspection.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Relatives gave positive feedback about the staff and said they kind and caring. They told us they were made welcome and provided with private and comfortable areas to visit their family member.

Managers and staff were able to describe how they made patients feel cared about through providing support in the way patients preferred and establishing positive relationships.

The provider had a policy around patients accepting visitors. Emphasis was placed upon maintaining healthy relationships with people who are important to patients. The hospital accommodated visits in a private area, with supervision if individually assessed as required. Patients were also encouraged to spend time outside of the hospital during visits if possible.

Staff responded to patients with kindness and compassion and mostly supported privacy and dignity. We saw one instance where privacy and dignity support should have been better. Managers agreed to consider how this could be improved.

A relative told us their family member had started to do more or the things they enjoyed, that while it was difficult to engage them, they had started to do more and in particular they enjoyed chatting with staff.

Staff understood patients’ individual needs and told us how they promoted person centred care and this included supporting activities people were interested in such as arranging visits to favourite places, facilitating cooking sessions and music.

Staff spent time with patients interacting and communicating effectively and supporting meaningful activity the patient enjoyed.

Patient’s individual needs were respected and promoted. Information about each patient’s equality and diversity needs and unique backgrounds was collected at assessment and used to develop care and treatment plans.

Patients and relatives told us how independence had been promoted and achieved. Where appropriate, patients could access community leave when assessed as ready to do so.

Staff knew how each patient preferred to be supported. An advocate visited the hospital for 15 hours each week, they told us managers and staff promoted advocacy and were positive about the advocacy role. Staff described how they supported patients to make decisions daily. Where it was difficult to engage patients in therapeutic activities, efforts were made to find areas of interest the patient would respond to. One to one psychology sessions took place with the aim to monitor mood and wellbeing and to move to more independent living.

Staff supported patients to visit shops and facilities in the local town with the aim to increase independence, choice and control.

Care and treatment plans with a rehabilitation focus were developed and evaluated at multi-disciplinary meetings. Community meetings took place so patIents could provide feedback and request changes to hospital routines and activities as required.

Patients told us there were enough staff to meet their needs and they did not usually have to wait when they required staff support.

Staff told us they had time to respond to patients’ immediate needs. Housekeepers told how they rescheduled their work tasks to suit the needs of patients. For example, if anyone was distressed or upset, any planned cleaning in that area would be postponed.

During our visit, we observed staff responding to patients needs in a timely manner.

Staffing requirements were calculated and planned so enough staff with the right skills were available to patients.

Staff told us morale had improved since our last inspection. As patient numbers had reduced, the staff team had become more consistent and leaders had more time to invest in improved team building and training. Some staff said the service was very supportive with professional development. Staff were confident and motivated to improve outcomes for patients, they were clear about their roles and responsibilities.

Staff had access to supervision with their line managers. Staff wellbeing was promoted through training and support.