Belle Vue Country House

The following is CQC's published account of its assessment, published 28 July 2026. References to “we” mean CQC. It describes findings at that time.

Dates of Assessment: 2 July to 9 July 2026. Belle Vue Country House is a care home, providing accommodation, nursing and personal care to people living with varying stages of dementia and mental health conditions. The service can accommodate up to 41 people, at the time of our assessment 29 people were living at the service.

At this assessment, we found sustained improvements across the service. The registered manager had achieved their registration with CQC since our last assessment and had worked with their team to address previous shortfalls. The provider was previously in breach of legal regulations in relation to the overall governance of the service, consent and how the Mental Capacity Act 2005 (MCA) was applied. Improvements were found at this assessment, and the provider was no longer in breach of these regulations.

MCA assessments were now completed for people who lacked mental capacity and best interest decisions were made and documented in line with legislation. Staff offered choices to people and requested consent before supporting them but respected their wishes if they declined.

Leadership and governance arrangements had improved since the last assessment. The registered manager and management team had created an open and inclusive culture, with clear oversight of quality and safety. Auditing systems were more effective, and learning from incidents and feedback was used to drive continuous improvement.

Staff understood their responsibilities to protect people at risk of abuse and now had access to up to date policies should they need to escalate any concerns. Staff demonstrated an understanding of safeguarding processes and appropriate action was taken when concerns were identified. Medicines were now well organised and stored safely. Staff continued to administer medicines in a person-centred way.

Staff treated people with dignity and respect and adapted their approach based on individual needs and preferences. Improvements had been made to people’s experiences, including more personalised bedrooms and enhanced activities that reflected people’s interests.

People’s needs were assessed before admission and regularly reviewed. Staff worked effectively with external professionals to achieve positive outcomes for people, including improvements in wound care, nutrition and overall wellbeing. People were supported to live healthier lives and maintain independence wherever possible.

The general environment had improved; works had been completed to upgrade bathrooms, toilets and people’s bedrooms which meant infection prevention and control processes could now be effectively practiced. Systems to ensure equipment was serviced within timeframes were in place and upgrades to the fire system had been completed. Works had been carried out to provide a more suitable environment for people living with dementia, including signage to support their independence when walking around the service.

Feedback was now regularly sought from people and their relatives; meetings were held to discuss changes within the service and seek ideas. Staff told us they felt valued, well supported and able to contribute to changes within the service.

The registered manager had built up a support network to keep themselves up to date with best practice guidance. They told us of plans they had to continually improve the service to promote good outcomes for people including expanding on activities and outings.