Callands Care Home

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. This is the first assessment for this service under the new provider. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

This service scored 68 (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 was working towards ensuring people were at the centre of their care and treatment and that decisions were made with people to meet their individual needs. Relatives gave positive feedback about the support people received. One relative told us, “It has taken a while, but staff have assisted him to become engaged, so he is now socialising and accepting personal care. Nothing seems too much bother.”

People's preferences were recorded in their care plans. The home manager provided examples of how care had been planned around people's individual wishes and preferences.

However, improvements were needed to ensure staff consistently followed the guidance in place and delivered care in line with people's preferences. For example, one person's care plan stated they did not like to have a lid on their beaker. However, we observed them struggling to drink from a beaker with a lid in place, and they did not have a suitable table to place their drink on. The home manager told us they would order a suitable table. We also received some feedback that people were not always assisted to move into an easy chair from their wheelchairs during various activities.

In addition, although staff had access to information about people, including photographs, an agency member of staff was unable to identify a person by name. This raised concerns about the staff member's familiarity with the person and whether they understood their individual needs.

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

The management team worked closely with health and social care professionals to meet people’s needs. They worked with commissioners and other stakeholders to ensure people received continuity of care when needed. People’s care plans described their healthcare needs and how to meet these.

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

The provider had an Inclusive communication and accessible information policy in place. People’s communication needs were assessed and included within their care plans. Staff adapted their approach to communication so people could understand their options and take part in decisions about their care. For example, flash cards had been developed for one person. Information was shared with people in various formats, such as menu choices in picture format.

A newsletter was available which provided information about the home and activities, which people found informative.

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.

Visitors could leave feedback through the home's digital sign-in and sign-out system. The provider reviewed any feedback and acted when needed. They operated an open-door approach and reminded people and their relatives they could speak to the management team at any time. Feedback suggested relatives felt comfortable approaching staff and management with any issues. One relative said, "They don't just keep me informed, they also ask for my opinion."Staff also supported people to access advocacy services where needed, helping to ensure their views and wishes were represented.

Staff regularly held resident and relative meetings to gather people's views and ideas about how the home could be improved. The provider also carried out regular surveys with people. The results were analysed and action plans were developed to address any themes or areas for improvement identified.

The provider had a complaints procedure in place. Records showed where complaints were received, they were investigated and responded to appropriately. Where needed, apologies were offered and lessons were identified to help improve the service.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People were supported with their accessibility needs. A relative told us, “The staff have helped her become more independent in a wheelchair, so she can make her way around the home and choose to go to different rooms as she wishes.”However, staff raised concerns about the length of time a person had waited for suitable equipment. The manager told us further assessments and actions were required, which were in progress. There was signage to guide people around the building and most people's bedrooms were personalised. There were accessible gardens and staff supported people to access these.

Feedback from several visitors indicated they found it difficult to access the building at weekends or when the reception area was not staffed. Following our assessment, the provider implemented a new intercom system to improve ease of access, whilst maintaining security, which we were told had been received positively. This would be subject to ongoing review.

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

Feedback demonstrated staff advocated on behalf of people to support them to access appropriate support and necessary treatment. We received positive feedback regarding the way staff supported individuals, particularly those with mental health needs, and found staff took an inclusive approach. There were several examples of adjustments being made to support people’s experiences, such as moving a person to a better suited bedroom or accommodating equipment to enable a person to continue their hobby. One relative commented, “Staff are aware of the adjustments necessary to support (name)’s limited vision.”

Staff had also recently achieved a nationally recognised accreditation for supporting people with acquired brain injuries, demonstrating their commitment to improving outcomes for the people they supported.

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.

Care plans indicated staff considered people’s wishes about their end of life wishes and preferred place of care. The home manager had sourced training in end-of-life care from a local hospice.