Campbell Court

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. This is the first inspection for this newly registered service. This key question has been rated 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

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.”

Leaders were experienced, and had ensured staff and people who used the service were treated inclusively. Recruitment was values led. There was an opportunity to involve people who used the service more in recruitment campaigns. The provider responded positively to our feedback in this area.

The provider had committed to greater regional management support during the absence of the registered manager. Staff were supported by the regional manager and nominated individual on a day-to-day basis. One staff member said, “They are very supportive, I haven’t needed any support while [registered manager] has been off yet, but I know there’s people in the office I can speak to.”

The provider ensured policies and procedures were in place to continue delivering safe, effective care, whilst being prepared to challenge poor practice.

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.”

Leaders took action to review and improve the culture of the organisation in the context of equality, diversity and inclusion. The registered manager had done this successfully over a period of time. They were ably supported by colleagues.

People’s protected characteristics under the Equality Act were respected and acted on. For instance, the provider had installed automatic doors in some people’s flats where they were unable to open the existing door without support.

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 ensured people were well linked in with their local community, whether that be through accessing it independently, or inviting in a range of guests and services to the service. For instance, local schools, and dance troupes.

The provider was proactive in looking to improve the accessibility of their systems, which in turn would ensure the service was more effectively linked in with external services.

Staff worked openly and enthusiastically with others. They were open to advice and support. People and relatives felt staff worked well with them and other health and social care partners when required.

Feedback from external professionals was consistently positive. They described a dependable, flexible and proactive service. One said, “There have been positive changes and people residing in Campbell Court were incredibly happy with the care that was being provided.”

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.”