Working at Cedar House

Staff felt well supported and happy working at the service. They had opportunities to develop their skills and training. There was a positive and person-centred culture at the service.

There were enough staff deployed to meet people's needs and keep them safe. The provider mostly used their own permanent staff to meet the needs of the service. When temporary staff were deployed to cover staff absences, there were systems to help make sure they familiarised themselves with the service and people's needs.

The provider was developing the service as a specialist dementia care home. They had started to update and improve staff training and qualifications in dementia, as well as working with other organisations and professionals to improve the care and environment in line with best practice guidance. The specialist training was provided to all staff including those not directly involved in care provision.

Staff felt well supported and happy working at the service. They felt the registered manager was open and transparent and they learnt from them. The registered manager had achieved a care home award for their work mentoring and providing pastoral support to overseas nurses.

People were able to participate in a range of social and leisure activities. There was a planned programme of group activities and staff also helped people with ad hoc events. People's individual interests and hobbies were recorded and, where possible, they were supported to pursue these. People told us they had opportunities to go on trips outside the home.