Cornelius House

The leadership team and staff strived for excellence and had high aspirations to go the extra mile to provide excellent standards of care. Staff described the way they supported a person’s specific condition with personalised interactions and the positive outcome this had for the person. We saw a number of examples of this across the staff team in our observations, in which staff showed a true empathy and understanding of people’s needs. This was promoted through detailed care plans outlining people’s care helping staff provide bespoke support.

People were receiving an exceptional quality of care from a highly knowledgeable, compassionate staff team, who knew their preferences and support needs whilst promoting people’s strengths at every opportunity. The registered manager had fostered an open culture in which people, staff, relatives and professionals could speak up and looked for ways to consistently improve.

Staff had received comprehensive training helping them to fulfil their roles supported by a registered manager who received consistent feedback about their committed, approachable, and responsive management style. The home had been nominated for and won an award for digital innovation in the care sector developing their own care delivery system which they utilised to help provide people with person centred care tailoring this to each person’s individual needs.

The registered manger had effective oversight of a robust governance system, and processes were in place to ensure all aspects of care delivery was monitored and checked for quality. The registered manager regularly met with the provider to assess compliance driving forward improvements where opportunities were found. People’s physical and mental wellbeing were promoted by an engaging schedule of high-quality daily activities which had been created using people’s feedback and were tailored around people’s strengths promoting inclusivity. These included regular trips out to areas of interest on the service’s accessible vehicle.