Kirby House

The following is CQC's published account of its assessment, published 20 August 2025. References to “we” mean CQC. It describes findings at that time.

Date of inspection 22 and 24 July 2025. The inspection was prompted by a review of information we held about the provider.

Kirby House is a care home registered to provide personal care and accommodation for up to 41 people, with differing needs, including older people, people living with dementia, a physical disability, mental health need, sensory impairment or younger adult. At the time of the inspection, the service was supporting 38 people.

Systems and processes were in place to support an inclusive and positive culture of learning and improvement although this did not always receive the action needed, for example in providing for people to access community events and venues. Leaders worked with people, their relatives, staff and external partners to support in the delivery of safe care and good outcomes for people.

The provider had systems and processes in place to monitor the environment. Contracts with external companies serviced and maintained safety systems and equipment. We found the service to be clean. The provider’s internal environmental audits had identified improvements were required to the décor and some equipment, which were recorded within the service improvement plan. However, timescales set by the provider for improvements and repairs were not consistently met.

Processes were in place to facilitate and support people to live healthier lives through ongoing reviewing and monitoring of people’s needs. Timely referrals were made to health care professionals in response to changes in people’s needs. Health care professionals were positive about staff’s response to the monitoring of people’s health and told us staff had a good understanding of people’s health needs, and that they found staff to be kind and caring towards to people at the service. People received their prescribed medicines safely and when required.

Leaders were committed to providing a non-discriminatory environment for people using the service and staff. Practices ensured people’s consent to care was obtained for all health and care interventions, and where people lacked capacity to make informed decisions then best interest decisions were made and documented.

Care plans provided information about people’s lives prior to moving into the service, including information as to their work history, family life, hobbies and interests. Care plans reflected people’s care needs, including future plans with regards to end of life care. Potential risks were assessed, with care records providing guidance for staff on how to mitigate risk and support people well.

People’s personal care needs were met by sufficient staff, who had undergone a safe recruitment process, and who had the training and knowledge to enable them to meet their needs. However, staffing resources did impact on people’s ability to attend events in the community.

Staff were committed to their work and acknowledged the support they received from the senior management team, as well as the registered and deputy manager. Staff spoke positively of their colleagues and of how the staff team worked collaboratively to meet people’s needs and the promotion of good quality care.