The Coach House

The following is CQC's published account of its assessment, published 1 July 2026. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 11 May 2026 to 26 May 2026. The service is a residential care home providing personal care for up to 10 people, including those living with mental health support needs. At the time of this assessment 3 people were receiving personal care.

We last inspected The Coach House in March 2018. We carried out this inspection because of the length of time since we last visited the service and to follow up on information we held about the service.

People’s safety was maintained because there were good systems in place for reporting and responding to accidents, incidents, complaints, and safeguarding concerns. Where risks to people’s health and wellbeing had been identified, these had been assessed, managed and reviewed as needed. Staff were recruited safely and received regular support and supervision from managers. Training was provided to staff; however, this inspection identified some improvements needed which the provider took action immediately to address. There were enough staff available to meet people’s needs.

Medicines were managed safely and people were supported to administer their own medicines to maintain their independence and control.

Staff worked positively with health and social care professionals to ensure people’s care met their needs. People were supported to have choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests.

Positive relationships had been built with external health and social care professionals to ensure people’s needs were met. Referrals were made for specialist support when required, which had seen positive outcomes for people, such as improvements in health and wellbeing.

Some improvements were needed to make sure people’s goals and aspirations were fully embedded within their day to day care. Work was ongoing to promote this person centred approach. People were however fully involved in all other areas of reviewing and developing their care. We observed positive interactions between staff and people, and staff treated people with dignity and respect.

The registered manager completed regular audits and checks of the quality and safety of the service. The provider had identified the need for developing their oversight and quality monitoring processes. We found the provider and senior managers were accessible and approachable and were committed to a learning culture. This approach was demonstrated within The Coach House with all staff demonstrating accountability to drive improvements at the service.