Brook House Care Home

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

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People and their family members praised the staff for their caring approach. Staff demonstrated genuine compassion, patience and commitment, which enabled people to feel comfortable at the service. Staff understood and supported people in ways that enhanced their quality of life. A person told us, “Staff are all very kind, there’s none that aren’t. They treat me with respect as I do them.” A visitor told us, “The staff always sit with people if they get distressed or are unhappy.” A family member said, “Staff definitely do treat [relative] kindly, they know them well, they put on their makeup, staff know they like to be well turned out.”

It was notable through discussions and observations as to the genuine care; all staff had for people. The whole staff team, regardless of their role, spoke passionately and with kindness of people. We observed many examples of kindness and care throughout the day. Staffing numbers enabled staff to spend time with people, whether it was to provide reassurance to someone if they were distressed, engaging in conversation or assist them to take part in an activity within or outside of the service. Staff confirmed the activities team were always doing things to make sure people were stimulated. One staff said, “The home has a lovely environment, it is good that we get the time to chat to people.”

Care plans and records reflected a person-centred and caring approach tailored towards people’s care, emphasising the importance of kindness, compassion and dignity. They provided information about people’s lives, including their personal histories. Staff said, “I personally speak with family and friends. We also have a handover which identifies any changes that we need to be aware of. You find a lot of information about a person from families, and they like to get involved.” All documentation relating to people’s care, conversations amongst the staff team, and with people and their family members were respectful, and reflected the genuine care staff had.

Healthcare professionals were complimentary regarding the kindness and care staff which they had observed. A professional told us, ‘Staff seem caring towards the residents, and I have no concerns about the service they provide. I have often witnessed fondness from resident towards the staff. Great team work also.’

As part of the provider’s commitment towards quality monitoring, members of the management team regularly observed the quality of staff interactions with people, focusing on the impact on the person as to the contact with the member of staff. A detailed report of the observation was made, and feedback shared with staff.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Great emphasis was placed on gathering information to best understand the individuality and uniqueness of each person, including their family background, work history, social interests and personal stories. This information was shared with staff to enable them to have a deeper understanding of people’s lives and experiences. Staff used this knowledge to tailor their approach, create positive moments and support people in ways that felt familiar and comforting.

Significant investment and the commitment of staff enabled people to take part in a diverse range of activities both within the service and in the community, collectively and individually. A person told us, “I went out this morning to ‘Alberts Archive and Emporium’. I join in, I do the quizzes and children visit (from a local school), they read to us and we do snakes and ladders with them, they play with us oldies.” A family member said, “They do a lot of activities, a baking and craft club, exercises, animals visit.” Whilst another family member told us, “My relative joins in all the exercise classes, baking and the musical entertainment. They like the garden and they’ve been out on the minibus.”

Staff told us the care plans were person centred. One staff said, “We tailor people’s activities to meet their needs. We find out how and what people like to do.” Staff gave us examples of activities people accessed in the community, for example, exercises such as Pilates for older people. The staff said, “People love this.” Staff also told us about an outing on a narrow boat, and a steam train because one person love steam engines. The staff said, “It is all about the persons wishes. One lady went on a glider and loved it.”

Staff gave examples of interactions they had with people that were cared for in bed. Staff told us people received a one-to-one visit in their room, and books and newspapers were made available, provided by a mobile library, which people used, and where required staff read to people. One person likes nursery rhymes; Staff said, “We have a sing along.” Staff also told us people attended a community group or place of worship. Local Vicars visited the service, leading a Service, including Holy Communion, both collectively as well as for people on a one-to-one basis in their room. Events to celebrate cultural diversity were attended hosted by other faiths in the community, as well as celebrating events such as Diwali within the service.

Staff ensured people were supported to integrate within the wider community. People attend a community group or place of worship. One staff member told us, “We have a vicar who attends the home once a month. Two people attend the church to ensure their religious needs were met.”

People’s feedback was sought following their participation in events and activities, and where people lived with dementia or were unable to express their views, staff documented how the person appeared, such as laughing or smiling. This facilitated staff in having greater insight into what people enjoyed, and what, if any improvements or changes could be made.

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were unequivocal in stating they made day to day decisions about their life, and how they spent their day. A person told us, “I’m free to move around as I like, I can go to bed if I want to. I can please myself; I could stay in bed in the morning if I wanted to.” Another person told us, “I read the paper, and I sew as a hobby.”

The registered manager and management team understood a key part of their role was to promote people’s independence. The registered manager informed us their expectation was each member of staff to understand their role is not do things for people, but to work alongside them, recognising their strengths, supporting their abilities and helping them continue to achieve the things that were importance to them. Feedback from people and their relatives, staff and our observations confirmed this approach was fully embedded across the service.

As already referenced activities and events both within the service and community were a key part in supporting people to maintain their independence and enjoy their life to the full, taking on new challenges. People’s family and friends were encouraged to participate in activities organised by the service, share a meal with a loved one and celebrate events, including religious activities such as Easter and Christmas.

Care plans detailed the day-to-day activities people could undertake independently and provided guidance for staff on how to encourage and motivate people to maintain their independence. People’s needs were kept under review, and where changes were noted that impacted on their independence, for example changes to mobility, referrals were made to external professionals, with a view to identifying a solution to maintain independence. For example, the use of equipment such as a walking aid. Equally, where people were at risk of falls, sensors were used to alert staff a person had moved from their chair, bed or room. This enabled staff to provide support, without restricting the person’s independence and movement.

Staff told us the service promoted independence across the board. One staff member said, “If a person cannot walk long distances, we start them off with a stick, but staff always follow them with their wheelchair so if they get tired, they can revert to the chair.” People were encouraged to do things for themselves, for example staff giving a person their toothbrush and paste. They let the person try and brush their teeth themselves, but staff were always on hand to support if needed.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People’s needs, views and wishes and comfort were seen to be a priority for staff, who quickly anticipated these to avoid discomfort, concern or distress. People and their family members were consistent in stating staff responded promptly to requests for assistance, and in anticipating people’s needs. A person told us, “Whenever staff go past my room, they always ask if I want a drink. There’s a bell in my room they always respond quite quickly as a whole.” Another person told us, “I never have to ask staff anything, they do everything for me without my having to ask them.”

As previously referenced, under the key questions of safe and effective, the ability of staff to respond in a timely manner was based on staffing numbers, how staff were deployed in the service to support people, and through internal communication systems, which enabled staff to liaise and request assistance from each other.

Equipment used within the service, such as door, chair, bed and floor sensors alerted staff when a person assessed as being at risk of falls moved. This enabled staff to respond and identify what the person required or needed. Throughout the day, we observed staff responding to sensors which were activated, equally we saw staff spend with people who were distressed or anxious. For example, a person became distressed and a member of staff sat with them and looked and spoke about the pictures in their special interest magazine and reminded them of their days out they had involving trains.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The provider recognised the well-being of staff had a direct impact on the quality-of-care people received. The service had trained mental health first aiders and well-being champions, who provided support and signposting to other services. A well-being board provided information about support services and resources and included motivational messages and positive thinking exercises.

Staff wellbeing was monitored through supervision and appraisal, underpinned by an open-door policy, which enabled staff to speak with several people who formed the management team. Staff told us they felt valued, and were supported, and worked well as a team. Staff said there were sufficient breaks and rest periods. A member of staff told us, “The manager door is always open. I am still learning. I can go an ask any question, they are very supportive.” Staff were supported through regular supervision and appraisal, with regular meetings and opportunities being made available for staff to share their views and raise any concerns.

Staff events took place as part of the provider’s commitment towards staff. For example, minutes of a staff meeting thanked all staff for attending a recent staff meal and acknowledged the member of staff who had attained the ‘employee of the month’ award.

Staff on duty, if they so choose and at no cost to themselves, could eat a meal at the service, once all those residing at the service had eaten. In addition, treats such as pizzas, doughnuts and other refreshments were shared amongst the staff throughout the year, as a gesture of appreciation.

The registered manager stated they considered staffs’ personal circumstances and responsibilities outside of work where possible when developing the staff rota or responding to requests for annual leave. For example, for staff who have family overseas, granting annual leave over an extended period to facilitate long distance travel. Staff confirmed flexible working was accommodated, an example shared was work patterns to enable staff to support their family.