Burton Park

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Managers and staff had a shared direction, vision and values. Leaders were inclusive, accessible and visible at the service. There was a clear management structure and staff understood their individual roles and responsibilities and how these interacted with the wider teams. Systems and processes for governance and quality monitoring were effective. Staff collaborated with partner agencies to ensure patients’ had access to the services they required and to achieve good outcomes. There was a strong focus on learning and improvement.

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.

Burton Park Hospital was operating from 1 of 3 wards at the time of this assessment. Occupancy was low and the hospital director told us following an intense period of change and improvement work, the direction for the 2 wards not in use was being considered. This had been communicated with staff along with the ongoing aim to rebuild the service and continue with improvement work. Staff we spoke with shared this vision and were motivated to provide person centered care and support for all patients. Staff were proud of improvements made since our last inspection and how this improved outcomes for patients.

Communication between managers, staff, relative s and patients was effective and facilitated via regular meetings and care and treatment reviews.

Staff told us they were supported by their managers and by the provider. A staff member said “The site management team have an ‘open door’ policy and are very visible.”

Leaders were visible in the service, approachable and accessible for patients and staff. Staff reported they could raise any concerns they had with them. Patients and relatives could contact the registered manager directly to share any feedback with them.

No concerns had been raised by staff via the provider’s freedom to speak up channels since our last inspection in November 2023. The provider told us this was being revisited with staff and included in staff induction training to ensure staff fully understood the process.

The provider had a whistleblowing management process. There was a central e-mail for any concerns staff wished. Staff were able to submit concerns on an anonymous basis if they wished to. Some staff had additional responsibilities such as ‘speak up champions’. As well as this, the provider had developed a speak up approach across the wider organisation and leadership teams. This included a ‘freedom to speak up’ organisational structure with leads and champions across staff grades with reporting and investigating responsibilities. Monthly regional ‘speak up’ meetings took place.

The registered manager told us about their inclusive staff recruitment policies and gave us examples of how adjustments had been made to support staff to carry out their roles. Staff described a positive open culture and an improved morale amongst the team.

Policies and procedures were in in place which focused on equality and diversity. This meant staff had guidance to use. Staff had training in equality and diversity.

Senior managers were aware of areas where improvements could be made and were committed to improving care and treatment for patients and had developed an action plan with clear timescales for action. They were aware of the impact the occupational therapist vacancy had on the number of therapeutic activities on offer and planned to increase staffing as patient numbers increased.

Governance meetings were held monthly. A standard agenda included a review of previous meeting minutes; patient and carer experience; participation and engagement; incidents; staffing; clinical effectiveness; continuous improvement; health and safety; risk register and lessons learnt. The provider had a plan for ongoing redecoration and repairs across the site, which included all communal areas as well as patient bedroom areas. There was a more detailed site improvement which identified other works required, for example, repairs to parts of the building; flooring; signage and replacement of furniture, where needed. Each task has a priority rating, staff recorded updates as applicable, and completion dates were entered as appropriate. This enabled managers and staff to keep a track of progress. The provider had a tree and woodland survey completed by contractors in March 2023, which highlighted actions required with set time-scales to ensure the grounds environment was considered safe. The provider also had a grounds improvement plan, to enhance the outside space, which is part of the site’s improvement plan.

Patients had access to the services they required, an independent advocate and to care coordinators.

The registered manager and staff worked well with healthcare professionals, commissioners and independent care boards. They sought updates to ensure care coordinators were doing everything they could to secure new placements so patients could move on and there were no delays in discharge.

Feedback we reviewed showed that staff and leaders were open and transparent and worked well with system partners.

Systems were in place for regular contact and communication with care coordinators and commissioners.

Staff and leaders were motivated to learn and improve. They told us they planned to employ permanent staff to substantive therapy team posts. Improvements were planned for IT systems and to the staff induction process.

The provider had a complaints procedure. All complaints were recorded and responded to by the ward manager or hospital director appropriately. An action plan and progress tracker was used to make improvements to issues identified at our last inspection in November 2023. At this inspection we found the provider had met all previous breaches of regulation and was compliant. The hospital psychologist held reflective practice sessions for staff. For example, if there has been an incident with a particular patient.