Burrows House

People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, this can be done through a procedure called the Deprivation of Liberty Safeguards (DoLS), which is part of the Mental Capacity Act 2005 (MCA). We checked whether the service was working within the principles of the MCA and how they managed DoLS within the service. We found that staff and management worked within the principles of MCA. DoLS authorisations were appropriately applied for and overseen. People were not subject to unlawful or excessive restrictions they had choice, control and freedom over their lives.

People were supported by enough staff who had the skills and knowledge to support them safely. Appropriate recruitment checks had taken place before staff started working at the service. Risks to people had been assessed to ensure their needs were safely met. A staff member told us, “Where people are at risk of falls, we keep a close eye on them, we make sure they have access to walking aids, and they are wearing the right footwear.” There were safeguarding and whistleblowing procedures in place and staff had a clear understanding of these. People had access to health care professionals when they needed them, and they received their medicines when needed. The provider made sure the environment and equipment used was safe and regularly serviced, for example, on the fire alarm system, emergency lighting, portable appliances and gas safety.

The provider had used referral information from local authorities, health professionals and people’s relatives to create care plans and risk assessments which outlined their individual care and support needs. Care records included people’s life histories, plans that described their health and social care needs and guidelines for staff on how to best support them with their needs. People were supported to manage their health and wellbeing to maximise their independence. Staff told us how they promoted people’s privacy, dignity and independence by making sure doors and windows were closed and gaining consent from people before supporting them with personal care. People were encouraged to do what they could for themselves and make choices, for example with what they wanted to wear, eat and the activities they took part in. The service employed 2 activities coordinators. We saw an opera singer’s performance and observed an activities coordinator making cakes with people on National Cake Baking Day.

The registered manager demonstrated good knowledge of people’s needs and the needs of the staffing team. There were systems in place to monitor the quality and safety of the service, and any learning was identified and acted on. The registered manager and staff had received certificates of appreciation from the local authority in 2026 for the manager, team, worker and dignity in care awards for older people’s care homes.

Staff spoke positively about the support they received from the registered manager and deputy manager, highlighting good training, career development opportunities and overall job satisfaction. One staff member told us, “The registered manager has supported me greatly with my career development, if I need anything at all she is there for me.” Another staff member said, “I get very good support from the managers. I get good training and I am very happy working here.”