The George Brooker Care Society Limited

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

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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.

The provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People’s needs were assessed prior to them moving into the home. These assessments were face to face where possible and this information was used to assess whether the provider was able to meet the person’s assessed needs. This information was then used to develop personalised care plans. Care plans reviewed were tailored to each person and included detailed information about health needs, personal history, preferences, and included details of the people important to them. Care plans and risk assessments also considered people’s protected characteristics, as identified in the Equality Act 2010, including gender, age, culture, religion, sexuality, ethnicity, and disability.

Records were well‑maintained and detailed. Care plans were reviewed monthly, or more frequently when changes occurred, ensuring they remained accurate and reliable for staff to follow. Staff told us these plans were essential in helping them deliver safe, appropriate, and person-centred care.

Care records viewed during the inspection showed assessments were comprehensive. They included areas such as mobility, allergies, dietary needs, pressure ulcer prevention, communication profiles, bed‑rail assessments, continence information, and social histories.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Care records showed comprehensive use of validated assessment tools and professional advice to guide risk assessments and care planning. These evidenced‑based tools helped staff identify risk levels, track changes and adjust care appropriately.

The provider assessed people’s nutrition and hydration needs and implemented effective care plans to meet these. Robust systems were in place to ensure all staff were aware of individual eating and drinking guidelines, including specific recommendations relating to food and fluid intake.

Staff received training in nutrition, hydration and dysphagia (a medical term for difficulty swallowing). This helped to ensure people were supported safely and appropriately, with staff able to recognise risks such as choking or discomfort and respond in line with best practice.

Catering staff were provided with information about people’s specific dietary needs and we found they were knowledgeable about this as well as people’s preferences. Drinks were accessible to people and offered by staff and documented. We noted people had access to drinks throughout our visits reducing the risks of dehydration.

People’s health needs were supported in line with national guidance. Individuals were supported to attend annual health checks with their GP, ensuring potential health concerns were identified early. Staff also ensured people accessed routine appointments with opticians and dentists. This proactive approach meant people’s physical health was monitored and maintained, contributing to improved wellbeing and overall quality of life.

Partnership working strengthened the evidence‑based approach. Input from a range of healthcare professionals including speech and language therapists, tissue viability nurses, dieticians and district nurse ensured multidisciplinary review of people’s care plans.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The provider had clear systems in place to ensure information was shared effectively among team members, enabling them to consistently meet people’s needs. Staff were kept updated on changes in people at handovers and the electronic care plan system was updated following health professional’s reviews to inform staff of any changes to people’s care and treatment.

The management team and staff told us how they shared positive relationships with other professionals involved in people’s care. This included the GP surgery and district nurses. Information was provided to other professionals to ensure people received a consistent service. This included a summary of the care plan if people required for example a hospital admission.

Effective teamwork was also visible in day‑to‑day practice. We observed staff across roles working fluidly together to support lunchtime service, with carers, nurses, chefs and the manager assisting people in a coordinated and responsive way. During these observations, staff were attentive and collaborative, sharing tasks without prompting and ensuring people were supported promptly and with dignity.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff made referrals to the appropriate health care professionals, including their GP and district nurses. In addition, where required people were supported to access dentists, opticians and chiropodists. People told us they had access to health care professionals when needed.

Staff used handheld devices to record care and support throughout the day. Food and fluid charts detailed what was offered and consumed, with clear indicators for those requiring additional support or special diets. These records were regularly reviewed to identify any changes in weight, and appropriate action was taken where needed. Instances of weight loss were reported in team meetings with senior staff and discussed further in governance meetings with the senior leadership team to ensure oversight and timely intervention.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Care plans were regularly reviewed and updated to reflect changes in people’s needs. People had consistent access to healthcare professionals, including GPs and Speech and Language Therapy (SALT) services. SALT teams assess and support people with communication and swallowing difficulties, ensuring appropriate interventions are in place.

This regular involvement of healthcare professionals meant people’s needs were closely monitored and responded to in a timely way, leading to improved outcomes in relation to their health, wellbeing and overall quality of life.

Relatives confirmed that staff identified and responded promptly to changes in their family members’ health. Regular care plan reviews ensured the management team maintained full oversight of each person’s health and social care needs. People and their relatives were involved as partners in care, which was reflected in the feedback we received.

People’s weights were monitored monthly, and where concerns were identified, timely referrals were made to the GP. Nutritional and hydration needs were assessed and met through appropriate care planning and ongoing reviews.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

The provider sought and recorded people’s consent in line with legal requirements and ensured staff understood the Mental Capacity Act 2005 (MCA). People were supported to make their own decisions wherever possible, and when they could not do so, staff followed appropriate best‑interest processes. Evidence showed the service took a person‑centred and lawful approach to gaining consent.

Throughout the inspection, we observed staff checking in with people before offering support, clearly explaining what they were doing, and waiting for consent before proceeding. Staff used visual prompts, simple language, and took time to ensure people understood information. They provided additional processing time where needed, supporting people to make informed and unhurried decisions.

The service was working in line with the Mental Capacity Act 2005 (MCA) and where people lacked the capacity to consent Deprivation of Liberty Safeguards (DoLS) were applied for and these were kept under review to ensure any restrictions on a person’s liberty were lawful. Staff had received training in MCA and DoLS.