Caraston Hall

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.

At our last assessment, we rated this key question good. At this assessment, the rating has remained 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.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People were supported by staff who demonstrated kindness, patience, and respect. Staff showed understanding of each person's individual needs, preferences, and personalities. Staff were able to describe how they promoted choice in people's daily routines. People were actively involved in decisions about their care, and supported in ways that reflected their diverse needs, wishes and preferences. For example, staff spoke about people with compassion and their right to privacy and confidentiality was understood and respected.

People who wished to share their views with us said they liked living at the service and the staff supporting them.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People received individualised care and support that was flexible and responsive to their needs, delivered by staff who knew them well. Support plans were informative and described people’s strengths alongside the support required from staff to meet their individual needs and preferences.

People's personal records were kept secure and confidential. Staff understood the need to respect people's privacy, including information held about them, in accordance with their human rights. Staff described how they checked with people before sharing information with relatives.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported and encouraged to remain independent. Support plans clearly outlined what each person could do for themselves, and staff promoted independence and skill development wherever possible. For example, we observed staff encouraging people to make their own drinks, clean their rooms, and manage their own laundry tasks when they were able to do so. A staff member said, “We always try to make sure people are aware they have choices.”

People and those acting on their behalf were provided with a range of opportunities to express their views about the care and support through regular reviews, meetings and surveys. The registered manager knew people well and described how they were empowered to exercise choice and control over their lives. For example, staff routinely asked people if they were happy with their care and whether there was anything they wanted to discuss or change, through regular house meetings and one‑to‑one conversations.

The provider 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.

People’s support plans documented any specific medical conditions and how these presented in everyday life. Staff were skilled in delivering care and support and had a good understanding of people’s individual needs. Support plans guided staff on how to help people manage their mental health in a way that minimised distress should they deteriorate or experience a relapse. Risk management plans included clear information about signs and triggers that might indicate a person was becoming unwell, along with the actions staff should take. Systems and processes were in place to ensure referrals were made or escalated promptly when required.

The provider cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care.

There was a positive culture within the service, where staff felt valued, supported, and respected by senior managers and the provider. Without exception, staff spoke positively about the leadership. One member of staff said, “[Registered manager name] is very supportive. They have created such a nice team and working environment. I love working here and I’m not just saying that because you’re [meaning the Care Quality Commission inspector] here.” Another said, “When I stepped up into a senior role, both managers were so supportive and still are.”

Staff received regular supervision and were supported to develop the skills needed for their personal and professional growth. Team meetings and staff surveys provided opportunities for staff to raise concerns and contribute to the running and future direction of the service.