Preston Private Care Home

The following is CQC's published account of its assessment, published 10 June 2026. References to “we” mean CQC. It describes findings at that time.

Date of onsite assessment: 18, 19 and 20 May 2026. The service is a nursing and residential care home providing support to older people living with dementia, nursing needs or physical disabilities for up to 106 people, at the time of our assessment, 91 people were using the servcie. The service had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly. People were protected and kept safe. Staff understood and managed risks. The facilities and equipment met the needs of people, were clean and well-maintained and any risks mitigated. Concerns we identified onsite regrading unsecured wardrobes and fire safety were acted on immediately. There were enough staff with the right skills, qualifications and experience. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved people in planning any changes. Some areas of medicines record keeping needed to be more consistent.

People were involved in assessments of their needs and staff reviewed assessments taking account of people’s communication, personal and health needs, though care plans were at times contradictory. The registered manager was working to improve this. Care was based on latest evidence and good practice. People always had enough to eat and drink to stay healthy. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. They monitored people’s health to support healthy living. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff involved those important to people and took decisions in people’s best interests where they did not have capacity to do so.

People were treated with kindness and compassion. Staff protected people’s privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and were encouraged to maintain relationships with family and friends. Staff generally responded to people in a timely way. The service supported staff wellbeing.

People were involved in decisions about their care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it. The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. The service worked to reduce health and care inequality and people were involved in planning their care.

Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement within the service. Governance structures were in place, though some minor improvements could be made to ensure audits were a little more robust. The registered manager was working to address this.