Woodlands Residential Home for Ladies

Staff demonstrated an understanding of people's individual needs and how to meet them. They were aware of risks to people's safety and knew how to respond appropriately through safeguarding processes. People had access to healthcare services and appropriate referrals made when their needs changed. People's care records were personalised, and informed staff of the care and support required.

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

Staff deployment and organisation across the home was effectively managed. Staff were safely recruited, felt supported by the registered manager and enjoyed their job. The training was relevant to meet people's needs and they were encouraged to professionally develop. The home was clean and hygienic throughout and safe management of medicines was in place.

An extensive programme of building works was underway to improve the environment for the people who lived there. This was being effectively managed to minimise disruption to the home. A formal complaints process was in place. Feedback from people, relatives and the staff were sought, and opportunities taken to improve the home.

There was visible leadership in the home. The registered manager and provider had good oversight of the home. They were committed to providing person-centred care that focused on each individual and enhanced their life. People knew them and were comfortable speaking to them.

Quality assurance and risk management systems to independently identify issues or to improve the home were in place which supported effective governance and oversight arrangements. The registered manager and provider used formal and informal ways to gather people's feedback and used this to develop the home.