Carrick

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

Significant improvements had been made since our last on-site assessment. This had directly affected people’s experience of living at Carrick. Improvements to the culture of the service meant people were valued and their individuality was respected. Audits and reviews of the service were used to drive improvements where necessary. Staff told us they were well supported and leaders were proactive and had a good understanding of the day to day running of the service.

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.

Staff now demonstrated a shared set of values and were committed to supporting people to live meaningful lives. Staff told us they felt valued and listened to by the registered manager.

The registered manager was alert to any staff practices which were not in line with organisational principles. When they identified examples of poor practice this was addressed quickly with staff.

Staff told us the registered manager and deputy manager were skilled and knowledgeable about the day to day running of the service. Staff felt well supported and comfortable approaching leaders for advice and guidance.

There was a clear leadership and management structure, with well-defined roles and responsibilities. The registered manager and deputy manager worked well together and had completed training appropriate to their roles.

Staff told us they had opportunities to speak up and were confident to bring any suggestions or concerns to the registered manager.

There was information displayed in the service in relation to whistle blowing processes and how to raise a safeguarding concern. Staff received training in Modern Slavery, Equality and Diversity, and Duty of Candour.

The registered manager told us staff who required additional support in the workplace were supported. Staff told us they were treated fairly. Staff diversity was seen as a positive aspect to the team. The registered manager understood the need for an inclusive workplace. When staff from overseas were recruited they helped them overcome any difficulties they faced.

Handheld tablets were used to record daily notes. These had a voice control function which staff could use if they preferred not to write.

Staff told us the service was well organised. One commented; “It’s much better now, better organised. It’s busy but not chaotic.” The provider had recently introduced a new system of monthly visits to services by a manager from a different service. They told us this would, “Add an additional level of oversight and prevent complacency.”

Regular audits and quality checks took place. There were weekly internal checks of the environment and people’s records, including incident reports. The regional director carried out quarterly audits. Action plans were put in place when any areas for improvement were identified.

We did not receive any feedback about partnerships and communities from people or relatives.

A member of staff had accompanied college with one person to observe and see what worked well for the person.

An external professional told us, “They [the organisation] have always been quick to respond to communications, have appeared to be open and honest about what is happening.”

As part of the providers quality assurance processes, arrangements had been made for a group of people with lived experience to visit Carrick to audit the quality of support people received.

Staff told us they had debriefs following any incident to discuss any learning or identify if changes to people’s care plans were needed. However, we saw these had not always been completed in a timely manner so opportunities to respond quickly to changing need might be lost.

New processes and ways of working introduced since the provider took over the service had improved outcomes for people and their day to day experiences had improved. The registered manager attended weekly meetings where managers were kept updated of any changes affecting the sector.