Callum House

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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment, we rated this key question good. At this assessment, the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff were supported by managers to deliver consistently safe, person-centred, and inclusive care and support to people in line with the provider’s vision and values for the service. A staff member told us, “The best thing about working here is how well we get along as a team. There’s a fantastic fair and open culture within the home.” Systems and processes had been designed in line with this vision and focused on people and meeting their individual needs. The managers routinely used individual and group meetings to remind staff about the provider’s underlying core values and principles.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The service continued to have a stable management team in place. The registered manager and team leader were very experienced and had both worked at the care home for many years. They had appropriate expertise, supported staff well and ensured care delivery met professional standards. They promoted inclusivity and openness, ensuring staff felt comfortable raising concerns or seeking advice, reflecting a supportive leadership style that encouraged transparency and wellbeing. Staff confirmed this approach, noting they were always able to speak openly with management and share ideas. A staff member told us, “We have an amazing team spirit here amongst the managers and staff. We just work well together as one big happy group.” Relatives and external care professionals were equally complimentary about the leadership approach of the managers. They expressed confidence in the management team, describing consistent communication and saying that any issues were addressed quickly. A relative told us, “Callum House is a very well run home. [registered manager and team leader] and their staff team are always friendly, accessible and extremely easy to approach. They are always ready to discussany queries I might have about my [family members] care, whether that’s in-person or on the phone.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

People expressed feeling able to raise any concerns they might have and were confident their views would be taken seriously and acted upon. A relative told us, “There has been no occasion when I have raised any problems with the manager [registered] or staff, but I feel any concernswould be listened to and acted upon if I did.” A staff member added, “The manager [registered] and team leader are both very good at listening to what we have to say which they always take on board.” The registered manager had an accessible complaints and staff whistleblowing procedures in place, which set out clear expectations for how concerns should be reported and dealt with by the provider.

The service valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who work for them.

The provider supported staff fairly and promoted an inclusive working environment. Policies reflected equality and diversity principles, and managers ensured staff needs were understood and accommodated. Staff reported feeling valued and treated fairly. A staff member told us, “My culture and religion is very much respected by the managers here who treat everyone equally.” Staff had opportunities for career progression, were offered flexible work options and had their diverse cultural and religious needs respected. Staff were also supported through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager, team leader and staff were operating the providers established governance systems effectively. They were conducting regular audits and reviews in relation to the quality and safety of the service people received. In addition, managers from the provider’s quality and compliance team routinely visited the care home to conduct their own internal audits. The outcome of all these checks and audits fed into the providers centralised electronic systems which recorded and reviewed all the key service data, to identify themes and trends which might emerge. Managers and staff held regular meetings to discuss and analyse their findings, identify themes, learn lessons and agree actions they needed to take to address any gaps in performance and improve.

Managers understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider shared information and learning with partners and worked closely with to continuously improve. An external care professionals told us, “The service has engaged well with several online meetings including with myself and other community professionals including, psychologists and dieticians to help to minimise risks relating to one of my clients which led to a positive outcome.” Managers and staff confirmed they worked in close partnership with various external health and social care professionals and bodies who they regularly consulted and welcomed their views and advice. These included GP’s and NHS medical staff, learning disability and positive behavioural support teams, local authority social workers, speech and language therapists, occupational therapists and psychologists.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

Systems were in place to review performance, identify learning opportunities and adapt practice. The provider demonstrated willingness to innovate and develop their service and systems, including investing in a new electronic care records system. The provider routinely analysed the outcome of audits and checks they regularly conducted to identify performance shortfalls and learn lessons. When lessons needed to be learnt, the provider developed time specific action plans which set out clearly what, how and when they needed to take steps to improve the service they provided people. Staff confirmed information about any lessons that needed to be learnt and changes to policies and procedures were regularly shared and discussed with them at individual and group meetings.