Summercourt

The following is CQC's published account of its assessment, published 16 June 2026. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 4 February to 13 February 2026. The service is a residential service providing support to older people, some of whom are living with dementia.

Staff worked with health and social care professionals to ensure people had access to appropriate resources. Health and social care professionals told us they had confidence in the home and good working relationships. Risks to people’s health, wellbeing and safety were identified and monitored. Lessons were learnt and medicines were well managed.

Staffing levels meant there was a prompt response to people’s immediate needs. Staff were alert to people’s emotional well-being and were personalised in their approach. They took time to ensure everyone in communal areas felt part of the community. People benefited from a regular, stable staff team who knew them well.

Recruitment practice ensured staff were suitable for their role. Staff were confident about escalating safeguarding or capacity concerns to external agencies when needed. The provider invested in staff development to promote motivation and confidence.

People’s care needs were assessed in a detailed and person‑centred way. Staff understood each person’s routines, triggers and what helped them feel safe. The staff group recognised maintaining people's dignity was linked to them feeling valued, respected and genuinely cared for.

The home was well-maintained and clean. Governance was well managed. There was a clear complaints process which had been adapted by the new director of operations to make it more accessible to people and their families.

The registered manager knew the people in their care well including their families and the people who were important to them. We received multiple compliments about the person centred culture they had created at the home by being a role model to their staff team.

The registered manager was due to leave shortly after our inspection. The provider promoted staff development, so the deputy manager had been mentored by the registered manager and was being supported to further develop their management skills. In the meantime, an experienced and skilled new manager who had acted as a consultant for the service was going to manage the home. We met the new manager and could see they knew staff and people living at the home as part of their previous governance role.

The provider had established links with research organisations with the focus on improving outcomes for people living with dementia. They invested in staff development to promote staff motivation and grow staff confidence to provide a high standard of care.