Cleadon 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 service involved people andtreated them with compassion, kindness, dignity and respect. This was the first inspection for this service. This key question has been rated good. This meant people’s outcomes were good, and people’s feedback confirmed this.

This service scored 65 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff treated people with kindness, empathy and compassion and respected their privacy and dignity. People praised staff for how well they worked with them. Staff interacted with people in a respectful and caring way and took time to reassure them. One person told us, “The staff have made me feel really at ease and have always been really kind.” Staff treated colleagues from other organisations with kindness and respect. A relative said, “ [Person] has a carer who is fantastic and he takes [person] out in Tuesday and Thursday. He is really good with [person].”

The new staff team treated people as individuals and made sure the care, support and treatment offered met their needs and preferences. Staff had valued everyone’s opinions. Relatives and professionals had mixed views about how well the service treated as individuals and the level of activities that were on offer. A relative said, “[Person] can be difficult to manage at times and I know staff are reluctant to approach them in their flat due to the aggression they may present because they have knocked on door. There are certain staff who have built a relationship with [person] and they respond positively with them.” A professional said, “The service has had limited residents which should have allowed consistent and streamline working but I can’t see at my weekly visits that this has occurred.” A staff member said, “The people we support are listened to and every effort is made to ensure they receive person centred care whilst always offering encouragement to achieve their personal goals.”

The new staff promoted people’s independence. Staff made sure people knew their rights and had choice and control over their own care, treatment and wellbeing. They encouraged people to make decisions about their routines and respected their preferences. Where people required support, staff promoted independence by enabling people to do as much as they could for themselves. A staff member said, “I feel people are 100% involved in the way their care plans and risk management strategies are crafted. We take account of their individuality and progressive way of helping them manage their lives.”

Staff listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. We observed staff were responsive to individual’s needs and people confirmed this was the case. Staff could describe their needs, including how any of their cultural needs were met.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff confirmed that the new management team supported their well-being to make sure they could give their best to people when at work. Staff described how their work was routinely praised and recognised within the home. A staff member said, “I've not suggested a great deal so far having only been here a short time, but I have confidence that if I needed to, my views would be respected taken on board. It is a complete pleasure to be working for Voyage at Cleadon Court and I couldn't ask for a more friendly or supportive team to help me support the great residents occupying our service.” However, prior to the new staff team coming into place, staff had been expected to deliver care without the necessary training and work in very challenging circumstances. This had led to a very high level of staff turnover. Due to the instability of managers staff had not consistently received supervision and previous managers had demoralised staff. The new management team were ensuring this did not reoccur.