Caradon

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

People were observed being supported by staff in an environment which was appropriate to their needs and that were least restrictive. Key fobs enabled people to keep their possessions secured and accessible to them when required. The manager and deputy were experienced in their field and showed a genuine interest and compassion for people and staff they were supporting. A staff member told us how wellbeing of staff was important to ensure that the managers got the best out of staff and supported them to bring their best selves to work. Staff spoken with told us that they were well trained, supported and able to raise concerns with the confidence that these would be acted upon. We found that the manager and deputy engaged with the quality monitoring officer from the Local authority, and other external professionals, to ensure better outcomes for the people at Caradon. Through a reflective document titled Opportunities for Learning, the management team analysed incidents to prevent re occurrence. The manager and deputy were receptive of our feedback, and demonstrated immediate will to act on them.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The manager and deputy were experienced in their field and showed a genuine interest and compassion for people and staff they were supporting. A staff member told us how well being of staff was important to ensure that the managers got the best out of staff and supported them to bring their best selves to work. Wellbeing leads had been developed within the service. The staff were a diverse team and diversity was celebrated to ensure inclusivity and promotes people’s experiences whilst promoting staff culture and celebrating different religious beliefs. Staff spoken with felt they were well trained and supported and able to raise concerns with confidence these would be acted upon. Staff completed safeguarding training and positive behavioural support to help them support people in the least restrictive way. Staff said there was a good culture and that staff generally got on and worked well together and as a team and were empowered to raise ideas and problem solve.

The manager and deputy were visible in the service and monitored the level of care and support being provided to people whilst empowering staff to make decisions with people through regular resident meetings and key worker meetings where peoples wishes were established.

The manager and deputy were experienced in their field and showed a genuine interest and compassion for people and staff they were supporting. A staff member told us how wellbeing of staff was important to ensure that the managers got the best out of staff and supported them to bring their best selves to work. Wellbeing leads had been developed within the service. Staff were complimentary about their working environment, other staff stating it was a strong team and the management who they described as very approachable.

The manager told us continuous improvement was their driving force. He and the deputy were in the process of completing their Mental Health first aider training. We found there was clear leadership, and that drove the culture and confidence displayed by the staff.

Staff were happy to speak with us and keen for us to see the support they offered people. Staff said they felt confident that where issues were raised, the management team would support them though it. Staff felt empowered and trusted to communicate with external professionals.

The provider had established an on call system so staff had access to support at all times. The manager and deputy were visible on site and available to chat to staff. The digital system made it easy and quick for staff to report incidents and seek support. The service also benefited from the support of the compliance manager and he human resources manager. There was a whistleblowing policy in place, and there were posters around the home directing people on how to speak up.

The service had a diverse workforce and celebrated this diversity. Staff told us that having colleagues from different backgrounds meant they got to learn about different cultures and value the contribution of each and every member of staff. One staff member told us how the staff and management had supported them to feel integrated within their local community, and join in a sporting activity. This had meant less apprehension, and improved focus at work. The home had put forward evidence to the care awards in the promoting equality and diversity category.

The provider had a fair recruitment process and we saw staff files with the required level of compliance. There was a staff well being board where a range of supportive information was available for staff. Staff were listened to, through regular supervisions and staff meetings. The manager and deputy were visible on site and available to speak to staff when necessary.

We were showed systems and processes in place, and we observed staff using these systems to complete peoples records in real time. Staff told us that the systems in place made it easy to capture the needs of people in real time, and they had support from the management team if there were any issues. The manager told us that there was an on call system in place so staff to could contact the management team immediately if there was a crisis.

There were processes and procedures in place for the safe delivery of personal care. The digital system of recording meant the manager and deputy could be dynamic in responding to changes . We saw that the provider embraced improvement recommendations from the Local Authority Quality Monitoring officer, and these were communicated to staff. Incident recording was completed online, and that notified the manager, deputy and nominated individual immediately. We observed the manager and deputy reviewing daily care notes as part of their daily duties, meaning issues were resolved in a timely manner, and staff could get much needed support immediately. The service had a dynamic action plan, that captured current issues from both internal and external audits.

People had been supported by the staff to enable a smooth transition into their new home. This involved working with families and day placements and other healthcare professionals to facilitate home visits and getting to know the people before they moved in. People seemed confident around their staff and could express their wishes. there was evidence of information sharing especially with families.

Staff spoke confidently of the importance of sharing information and working with other services to improve outcomes for people. we saw staff booking appointments and supporting people to access other health services and activities.

We spoke to other health professional who told us that there was good communication with the management at staff at Caradon. information was shared regularly and incidents were reported to the relevant authorities in a timely manner. One person told us " the manager, has fully engaged with the County Councils requests and nothing has appeared to be too much trouble when it comes to looking after his residents and staff".

We saw an established management weekly and monthly duties spreadsheet, that showed clear engagement with other professionals.

Staff we spoke to told us there was continuous learning to improve their practice. Training compliance was seen to be very good. Staff had requested more Proact Scipr training, which taught them positive and proactive strategies for supporting people in crisis, and the manager had delivered this. Staff were able to tell us how they had changed their practice as a team as people settled into their new environment in order to meet their changing needs. We saw evidence of staff supervisions and team meetings giving further learning opportunities. The manager and deputy were visible on site and did a lot of role modelling to reinforce good practice.

Through the opportunities for learning document, the manager encouraged reflective practice to ensure that learning from incidents was integrated into practice to enhance the support provided.