Ferrars Hall Care Home

Staff were kind, caring and knew people's individual needs, wishes and preferences. Staff monitored people's known risks. Complaints were investigated and resolved wherever possible and actions were taken to reduce the risk of recurrence.

Staff gave people privacy and treated them with dignity and respect when supporting them and helped promote people's independence. Staff involved people and their relatives, when reviewing people's care and support needs. Care plans were reviewed by staff and updated when changes occurred.

Enough skilled and suitable staff had been safely recruited. Staff had received the required training, spot checks and ongoing support. This helped staff maintain and improve their skills to fulfil their role and responsibilities.

Activities co-ordinators had been recruited to help ensure people spent their time meaningfully occupied, should they wish to take part in activities.

Monitoring and oversight of the service provided was effective in identifying and driving improvements. The registered manager gave examples of how the provider shared learning amongst its services when incidents had occurred. The registered manager and the staff team took on board learning when things went wrong. Audits were undertaken and there was analysis of risk, incidents, accidents, near misses that helped identify any areas or people that required further monitoring and action. The area manager undertook monitoring visits of the service that looked at all areas of how it was run and what was happening within the service.

The registered manager and staff team worked with other organisations, and health and social care professionals, to provide people with joined up care.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests.

For more details, please see the full report which is on the CQC website at www.cqc.org.uk