Callum House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs. At our last assessment, we rated this key question good. At this assessment, the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People were treated as individuals and they received consistently good, person-centred care and support from a small group of staff who were familiar with their needs, preferences and daily routines. An external care professional told us, “Peoples bedrooms I have seen are all individualised.” Assessments and care plans were developed collaboratively and included people’s views and how their personalised support would be delivered. Care records contained detailed, person-centred information about people’s unique strengths, likes and dislikes, and how they preferred staff to meet their individual care needs and wishes.

The provider understood the diverse health and care needs of people and their local communities, and ensured care was joined-up, flexible and supported choice and continuity.

People told us staff understood their family members care needs and that they worked-well with multiple external health and social care professionals to consistently meet those needs. People received care and support from services that understood the diverse health and social care needs of their local communities.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Managers and staff were aware of their role and responsibilities to meet people’s communication needs and make information accessible. The provider had an Accessible Information Standard policy in place. People’s communication needs were assessed. Managers and staff followed guidance in care plans to make sure they communicated with people in a person-centred way to enhance their understanding. A relative told us, “The staff are very good at communicating with [family member] and being able to understand her.” Staff ensured information was shared with people in a way they understood. For example, staff used pictorial aids, objects of reference and photographs to help people make informed decisions about their daily living including, social activities they chose to participate in, and what they ate and drank. We saw easy to read pictorial symbols were used at service user meetings so everyone could understand the agenda and contribute to the discussion.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People had regular opportunities to speak to the registered manager and team leader and they felt listened to and involved in making decisions about the care and support provided at Callum House. People told us they felt comfortable raising any concerns they might have with the managers and staff and were confident their views would be taken seriously. An external care professional told us, “Clients are listened to and involved appropriately in decision making.” A relative added, “I feel I can pop round to the home at any time and would be welcomed in, which is a wonderful feeling. [Registered manager and the team leader] listen to my input and always take it on board. I always feel confident to ask anything, that I will receive a comprehensive response and they will act on what I have said. I am consulted when any important decisions need to be reached and they always let me know about any issues.”

People were provided with easy to access and understand information about how they could report concerns and how these would be dealt with by the provider. Managers and staff used a range of methods to encourage people to have their say and state their views about the care they received at the home. This included regular one-to-one sessions with their designated keyworker, service user meetings, care plan reviews and satisfaction surveys.

The service was exceptional at ensuring people could access the care, support and treatment they needed when they needed it.

People had equitable access to the service, and support was adapted to ensure their needs, preferences and circumstances were met. Adjustments were made to promote inclusion, safety and choice. People had sufficient opportunities to engage in meaningful leisure and recreational activities that reflected their social interests both at home and in the wider community. The care home was well-resourced with various arts and craft materials, board games and puzzles and people regularly attended various social activities in the wider community including, going on holidays with staff and visiting family and friends who lived in various parts of the country. A relative told us, “[Family member] and her fellow housemates have many, many opportunities to engage in meaningful social activities including, trips to the cinema, the theatre, meals out, clubs and shopping, to name a few.” Another relative added, “I am particularly impressed with the activitiesthey offer. The staff arrange a lot of social activities, both at the home, and in the wider community.They had lots of themed events around major events and occasions, such as Holy festivals and Birthdays. There always appears to be some outing or activity planned which includes an annual holiday.” People and their families were supported to be involved in discussions about people’s social interests, which was recorded in their care plan.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care and support in response to this.

Managers and staff assessed and planned for people’s diverse needs. They made sure barriers to providing care were identified and mitigated. This ensured outcomes were positive, and people felt understood, safe and well supported. Staff respected people’s identity, personal routines and need for consistency. Staff undertook training to understand about equality and diversity. Staff knew how to protect people from discriminatory behaviours and practices.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Managers and staff worked-well with people they supported, their relatives and external care professionals to help plan goals and objectives for people living in the care home. Managers and staff told us they discussed future aspirations regularly with people such as what they would like to do in the future, and this included how they wanted to be independent and how that could be achieved.

People did not require any support with end-of-life care at the time of our assessment. People and their families were supported to be involved in discussions and participate in decisions about their end of life care wishes, which was recorded in their care plan. Where people and their families had declined to discuss end of life care wishes this was also included in their care plan and routinely reviewed. Staff had received end of life care training.