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Inspection Summary

Overall summary & rating


Updated 20 April 2016

The inspection was unannounced and took place on 2 and 4 March 2016.

Sherdley Court is part of Making Space, a not for profit organisation operating a range of mental health services across Lancashire and Merseyside. Sherdley Court offers placements for people with a primary diagnosis of a functional mental illness and people who have additionally developed dementia. The premises comprises of a single story building, with accommodation grouped into three spacious family type units. It merges inconspicuously into a residential area on the edge of St. Helens, Merseyside. This domestic type property is close to shops, public transport and other local amenities within the area. Staff members are available twenty four hours a day. At the time of our visit there were 25 people living there.

Sherdley Court had a registered manager. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

CQC is required by law to monitor the operation of the Mental Capacity Act, 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS) and to report on what we find. DoLS are in place to protect people where they do not have capacity to make decisions and where it is considered necessary to restrict their freedom in some way, usually to protect themselves. At the time of the inspection the registered manager had submitted DoLS applications for 12 people living in the home and all applications had been authorised by the local authority.

People were at the heart of the service. Staff understood what was important to the people who lived at Sherdley Court and worked closely with them and where appropriate their families to ensure each person had a meaningful and enjoyable life. People played an active part in the running and development of the home.

There was a warm and homely atmosphere and staff cared for people with kindness and genuine interest.

Innovative approaches such as ‘interactive game/music machine” and “The public bar” enhanced people’s quality of life and provided therapeutic benefit to people living with dementia or mental illness.

People were supported to retain an active presence in the local community and to maintain personal interest and hobbies.

The provider regularly assessed and monitored the quality of care to ensure national and local standards were met and maintained.

People were closely involved in planning and reviewing their care and staff showed knowledge and understanding of the issues involved in supporting people who had lost capacity to make some decisions.

The registered manager demonstrated an open, reflective management style and provided strong values-based leadership to the staff team.

Staff received regular training that provided them with the knowledge and skills to meet people’s needs in an effective and person centred way. The low turnover of staff indicated the sense of commitment and ownership that the home generates.

People and their representatives could voice their opinions and views and knew they would be listened to and acted upon as appropriate.

Staff were trained and knowledgeable in end of life care and support and provided a locally produced leaflet, coping with dying which offered valuable information and words of comfort for both people who use the service and their relatives.

Inspection areas



Updated 20 April 2016

The service was safe.

People felt safe and were supported in a way that minimised risks to their health safety and welfare.

Staff were able to recognise sings of potential abuse and knew how to report any concerns.

Medicines were managed safely.



Updated 20 April 2016

The service was effective.

Staff had the knowledge and skills required to meet people’s individual needs and promote their health and well-being. People had prompt access to any specialist support they needed.

People were supported to make their own decisions wherever possible and staff had an understanding of how to support people who lacked capacity to make some decisions for themselves.



Updated 20 April 2016

The service was caring.

Staff understood people as individuals and supported them to have as much care and control of their lives as possible.

People were treated with dignity and respect to include their end of life care.



Updated 20 April 2016

The service was responsive.

People received personalised care that was responsive to their changing needs.

People knew how to raise concerns or make a complaint if the needed.



Updated 20 April 2016

The service was well-led.

The registered manager demonstrated an open, reflective management style and provided strong values-based leadership to the staff team. She managed by mutual consent.

People were supported to play an active role in the running of the service and to be part of the culture of continuous improvement to further enhance the service.