Campbell Court

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. This is the first inspection for this newly registered service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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.

Staff were kind, warm and patient with people. One person said, “The staff are all lovely.” Another said, “I have 4 calls a day. They are excellent. Every one of them is fabulous. It’s so lovely. If you have a problem, they sort it out or listen.” There was a strong consensus of opinion that people received a continuity of care, and that this made them feel more at home and relaxed.

Interactions between people and staff were warm and personable. There was a vibrant atmosphere with people mixing and sharing interests. People we spoke with confirmed they had made new friends and were encouraged and supported to maintain existing relationships. Staff knew and acted on people’s preferences and individualities.

People were always listened to and treated with respect and dignity. One person said, “I feel like staff know me well, they help with medication and pads, they definitely treat me with respect when they do pad changes. They help with a shower every day.”

Safety was a priority for leaders. The culture was an open one in which concerns could be raised by people, relatives or staff, knowing action would be taken.

Senior leaders met at quarterly meetings to discuss incidents and lessons that could be learned across the organisation. Staff meetings were used to cascade any changes that resulted from investigations or awareness of good practice.

People were involved regarding how their care should be planned and delivered to reduce risks and to increase staff knowledge. One person said, “It’s so lovely. If you have a problem, they sort it out or listen.”

People had varying levels of independence, and this was respected by staff, who knew how to build rapport with, and encourage people. People took pride in their own homes and their ability to contribute to the broader community.

The provider ensured there was prompt access to physio and occupational therapy services, so people could regain and build on their independence. Systems and processes ensured people had the right to have choice and control. People confirmed they were involved in decisions about their care.

Care plans contained important information about people’s needs and preferences, and these were easily accessible to staff.

Safety was a priority for leaders. The culture was an open one in which concerns could be raised by people, relatives or staff, knowing action would be taken.

Senior leaders met at quarterly meetings to discuss incidents and lessons that could be learned across the organisation. Staff meetings were used to cascade any changes that resulted from investigations or awareness of good practice.

People were involved regarding how their care should be planned and delivered to reduce risks and to increase staff knowledge. One person said, “It’s so lovely. If you have a problem, they sort it out or listen.”

The provider understood the link between staff wellbeing and retention and supporting those staff well. All staff we spoke with gave positive feedback about the registered manager and looked forward to their return. They reflected on a difficult period prior to that registered manager and felt they had been included in how the culture had improved since then. Staff meetings had continued in the registered managers absence, with key messages and reminders shared with staff, for example ensuring their records are in line with person-centred care, logging in, logging out, professionalism and teamwork. Staff worked well together to uphold these values.

The provider assured us that the new regional manager would be focussed on supporting at Campbell Court in the short-term, as the registered manager was on planned long-term leave. Staff confirm senior carers were always available, and the nominated individual took a keen interest in the service and was supportive. Policies and procedures supported staff wellbeing.