Woodrow Retirement Home Limited

There was an improved safety culture. The new manager explained there was a more robust approach to monitoring people falling in the home. Staff described a good working relationship with health care professionals who visited the home to assess people when their care needs increased.

The staff group had received safeguarding training and knew when to raise concerns with the local authority. Risks to people’s wellbeing and safety were identified and plans put in place to reduce them. People’s risks were routinely monitored, with records well completed. The management team made sure equipment, and facilities supported the delivery of safe care. Staff were appropriately qualified, skilled and experienced. Records showed staff were recruited safely. The home was well-maintained and clean.

The registered manager/provider, the new manager and the head of care showed they had established a cohesive and effective team to monitor the well-being of people living and working at the home and the running of the service. Staff were complimentary about the impact of the new manager on the running and atmosphere of the home. The new manager told us about the ways in which they were continually looking to improve the home and were strengthening the ways they collected information.

We saw staff practice valued people’s individuality and the staff group were attentive and spent time chatting with people. There was a focus on people’s well-being.