Working at Cromarty House

Staff were up to date with their safeguarding training. Risk assessments in relation to people's individual needs were regularly reviewed. Medicines were managed and stored safely and given to people as prescribed. Staff recognised incidents and reported them appropriately with learning taken forward.

Staff told us they felt engaged in the development of the service and any ideas or suggestions were encouraged and listened to. The registered manager valued the staff members and was responsive to any changes they needed in order to maintain the wellbeing.

Staff turnover was very low. This helped people build strong relationships with the staff who supported them. Arrangements for staffing including skills and numbers, reflected the needs of the people using the service. Staffing levels were flexible.

The registered manager was visible in the service, approachable and valued what people, staff, family, advocates and other professionals had to say. They worked directly with people and led by example.