Orchard House

People's needs were assessed, and care was planned and delivered to meet legislation and good practice guidance. Care was delivered by staff who were well trained and knowledgeable about people's needs and wishes. People enjoyed their meal time experience. 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; the policies and systems in the service supported this practice.

People were cared for by staff who were caring. The atmosphere within the home was friendly and welcoming and staff were considerate towards people they cared for. People and their relatives felt involved and supported in decision making. People's privacy was respected, and their dignity maintained.

People were supported by staff who had the guidance and knowledge about how to meet people's needs and support them as an individual. People had some interesting things to do and the registered manager was improving how people spend their time. Complaints were investigated, and outcomes agreed, and improvements made when needed.

People's concerns were listened to and action was taken to improve the service as a result. The registered manager and her management team were open, approachable. Systems were in place to improve the quality of care provided. The new registered manager had improved the culture at the home and was taking positive actions to benefit people living at the home.

The registered manager and her management team were open, approachable and focussed on providing person centred care. Systems were in place to monitor the quality of care provided. The management team and staff were passionate about person centred care and people felt valued and well supported. The registered manager worked on promoting community links to improve people's well-being.