Camelot Care Homes Ltd

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• 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

We reviewed 7 quality statements for this key question. Improvements had been made to the management of the service. This included greater organisation and improved systems and processes such as auditing, staff training and the restructure of the team. However, further work was needed to ensure all care was person centred, rather than being task orientated. People’s protected characteristics were promoted, and the staff team was diverse.

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.

Leaders told us they wanted to ensure each person received an excellent service. They said tried to be personable and had an open-door policy so could be spoken to at any time. To value staff, a new initiative of employee of the month had been devised. This resulted in a small gift being given to the staff member with the most nominees. The majority of staff told us morale was good, and the culture was positive. Staff said leaders were approachable and would help out if it became busy.

Values and visions of the service were shared and adopted by staff. There had been clear focus from leaders and the whole team to ensure the development of the service. An up-to-date action plan had given clear direction for this.

Staff were complimentary about leaders. They said they saw leaders regularly and could gain advice or raise concerns at any time. Staff told us leaders organised meetings and group supervision, and there were many informal discussions which helped knowledge and morale. Leaders told us they enjoyed their role and wanted the service to do well and achieve a good rating from this assessment. They said staff deserved this due to the work they had undertaken.

Leaders had researched the new quality statements of regulation and considered how the home would meet these. They had developed a file containing written evidence of compliance and areas where further work was planned. Leaders had worked through an action plan with staff to improve the service following the last inspection. Systems such as formal staff supervision, staff meetings, reflective practice and handovers were organised and working well.

Leaders told us they had designated the role of speaking up ambassador to a staff member. The staff member had been allocated additional hours, so it did not interfere with their usual role. They were to base themselves in an office at the allocated time so all staff would know where to find them. Staff told us they were aware of their responsibility to speak up if they had concerns or if a person confided in them. They were confident anything raised would be dealt with appropriately.

Improvements had been made to the management of concerns and complaints. Records were better organised, so a clear and effective process was evidenced. A speaking up ambassador had been allocated and meetings were held with people to enable them to share their views. Leaders were in the process of introducing a pictorial complaint procedure, to aid people’s understanding.

Leaders told us they had a diverse team of staff of different ages and nationalities. They said they promoted people’s protected characteristics and always took these into account when recruiting staff. They said they used the government’s sponsorship licence to recruit staff from overseas. This was working well and provided the service with further diversity. Leaders told us they always enabled staff to celebrate national holidays within their faith and culture, not just Christian holidays. Staff told us they all felt included in the team and did not feel they had ever been bullied or targeted.

Staff received training in Equality and Diversity and there was an up-to-date policy. Equality was discussed within one to one meetings with leaders.

Leaders told us they had focused on ensuring improvements were made following the last inspection. They said they had discussed the last report with the staff team as it was everyone’s responsibility to improve. Staff confirmed this and said they were aware of the improvements to be made. Leaders told us they had formalised many of the audits and had asked heads of departments to audit their own areas. They said they maintained oversight and spoke to staff about any actions required.

Improvements had been made to governance and there was better organisation and more comprehensive auditing, including follow up. However, further oversight of care practice and interactions was needed to ensure person centred care was provided at all times. There continued to be a supporting manager as well as the registered manager. We observed them talking to a staff member about shortfalls in recording, so that improvements could be made. Records showed further competency checks had been introduced, and staff were required to repeat their training if any shortfalls were identified.

Relatives told us staff were able to provide the information they required, when asking about their family member. They said staff worked well with them, and promptly told them of any changes in wellbeing. Relatives told us staff contacted health care professionals such as the GP when needed.

Leaders told us they worked well with health and social care professionals and other professionals such as training providers. They said they attended different forums to develop working relationships and gain new knowledge to share with the staff team. Leaders told us sharing ideas with others was important to them.

A healthcare professional confirmed leaders and staff worked well with them. They believed people were safe, and staff requested specialist advice when needed, in a timely way.

Leaders were enabled to gain advice and knowledge from others when needed. This included attendance at regular forums for local care providers.

Leaders told us they and the staff team had worked hard to make improvements in the service. They had enhanced their own learning and that of others, improved auditing, and restructured the staff team and their responsibilities. Leaders told us new fire safety equipment and systems had enhanced safety, and redecoration had improved the environment. Staff told us the main improvements were the environment and its redecoration.

Leaders had worked through a monthly action plan, following their last Care Quality Commission inspection. They had shared the plan with the staff team and ensured everyone took responsibility for improvement. Leaders sent the updated action plans to the Commission to meet the condition of their registration. This assessment identified improvements had been made, particularly in auditing and safety. However, some shortfalls remained which required additional focus. This particularly applied to person centred care and ensuring staff followed people’s care plans.