Working at Hollins Park

There was a robust system to record and review accidents and incidents. The registered manager and regional management team had oversight to ensure that actions were taken to reduce the risk of recurrence.

Staff, relatives and people told us unanimously and with genuine passion about the Hollins Park 'family' and the strong relationships built between people, staff and relatives.

The service did not require the use of agency staff as there was a sufficient and established staff group who covered absence to ensure that the people they cared for were supported by consistent staff.

Staff were extremely well supported to extend their skill and development accessing additional learning and qualifications. For example, a member of staff had completed a university accredited course in dementia care.

The registered manager was proactive in ensuring they had a visible presence within the home and operated an open-door policy ensuring that any low-level concerns were dealt with promptly preventing escalation.

The provider had invested in an interactive projection system known within the home as 'the magic table' which had proved extremely beneficial both in terms of well-being outcomes and engagement during family visits. Analysis following the use of the table evidenced positive impact for people.