Carlton 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

There was a positive culture at the service. The registered manager and staff had worked collaboratively to make improvements to care provision. Governance and management systems were used effectively to drive improvements.

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 registered manager and staff team had a shared direction to provide safe and effective care for people. One member of staff said, “Our aim is for people to regain their independence.”

The registered manager had developed an open culture at the service encouraging staff to share experiences and learn together. This was achieved through frequent meetings, supervisions and spot checks, giving staff the opportunity to have frequent contact with the senior team and give feedback.

Staff felt supported by the leadership team. The registered manager and leadership team were available to staff, out of hours there was an on-call rota in place to ensure staff could always have support. The registered manager promoted an inclusive culture for staff, promoting good practice and safe care and treatment.

The registered manager continually developed their skills through networking opportunities within their sector. Staff understood their roles and responsibilities and had the opportunity to discuss these during supervision meetings. Training and development was available to all staff, to help them achieve career development and progression within the service.

Staff felt supported to speak up and discuss any concerns they may have during team meetings or supervision.

The registered manager and senior team were open and encouraged staff to speak up during team meetings and discuss any issues or complaints they may have. These were addressed by the registered manager and any improvements with service delivery made.

Staff felt supported at the service and told us they felt it was a very good place to work. Staff had been supported with training and their wellbeing was checked on regularly.

The registered manager had systems in place to support staff and to be an inclusive employer.

Staff felt supported to perform their roles by the structures that were in place to support them.

Staff understood their roles and responsibilities to provide safe and effective care to people. Improvements had been made since our last inspection and the provider was no longer in breach of a legal requirement. The registered manager had established governance requirements and had a number of audits in place which provided them with a good oversight of how the service was performing. There was effective workforce planning in place to ensure they could safely meet the needs of people. The registered manager made statutory notification when required and safeguarding notifications to the local authority.

People had their needs assessed and were supported to have reviews from the multi-disciplinary team involved with their care.

The registered manager had worked on developing relationships with the hospital discharge team and the multidisciplinary members involved with providing support to people.

The registered manager had regular multidisciplinary meetings with the hospital discharge team to discuss the on-going care and support people needed. Care was provided initially on a short-term basis when people were initially discharged from hospital until they were independent again or a longer-term solution was put in place.

Staff and the registered manager shared ideas with each and worked on making improvements together at the service.

The registered manager had systems in place to monitor the effectiveness of care being delivered. This included listening to feedback from people and relatives. Staff shared ideas with the registered manager and were supported to develop new skills through training.