Brook House Care Home

“The provider’s ethos towards care was embedded across the workforce. All those involved were committed to improving people’s lives. People’s care was person centred, with staff facilitating positive outcomes for people, maximise their health and wellbeing, and being supported to live life to the full by taking on new challenges, hobbies and interests.”

“People’s support and care was facilitated by staff who had undergone a safe recruitment process, and who had the training, skills and knowledge to facilitate excellent outcomes for people. Training for staff reflected specific areas of people’s needs, which included dementia awareness and skills to equip staff with clinical skills and care competences. Staffing numbers and their deployment enabled staff to be extremely responsive to people’s needs, in support of their physical and mental health, their well-being, reflective of a person-centred approach to care.”

“Person-centred care covered all aspects of people’s lives, including end-of-life care. The commitment of all staff in providing high quality and individualised end of life care was recognised through their achievement of being accredited with the Gold Standards Framework, training programme designed to help care services provide proactive, personalised and coordinated care for end-of-life care.”

“The provider had committed resources to improving the environment and had designed the garden to cater and meet the needs of people living with dementia, older people and with mobility difficulties.”

“All staff demonstrated a positive, committed, compassionate and caring approach to supporting and enabling people to achieve their goals and aspirations, so they could live their lives to the fullest. Social inclusion was a high priority, with staff actively supporting people to pursue their interests and hobbies, maintain meaningful friendships, and develop new social connections that enriched their wellbeing and sense of belonging.”

“People received excellent, consistent, and person‑centred care and support. The pre‑assessment process, development of care plans, risk assessments, and ongoing review systems were highly robust, involving the person or their representative. This ensured care remained accurate, responsive and individualised.”

“The management team were long standing, knowledgeable and experienced. A highly visible, supportive and managerial presence was acknowledged by people, family members, staff and external professionals.”

“Internal communications systems were robust. Staff were consistently informed of any changes to people’s care needs or health conditions, ensuring continuity and safety. Staff received regular opportunities to discuss their work, training, and development needs, and their contributions were recognised and celebrated.”

“Staff had developed effective working relationships with external professionals, ensuring people received consistent, well‑coordinated, and holistic care. This collaborative approach enabled staff to respond promptly to changing needs, share essential information, and support people to achieve the best possible outcomes.”

“Systems and processes, underpinned by policies and procedures enabled the registered manager and management team to maintain a clear overview of the service being delivered, and respond in a timely way to implement changes in response to any concerns or feedback.”

“People were supported safely with their prescribed medicines, and staff liaised…”