The Larches - Tiverton

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

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

Good: This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People had person centred care plans. The manager and senior staff worked hard to make sure people’s needs, routines and preferences were reflected in the documentation, so staff were guided on how to provide support. Relatives and advocates were involved and consulted to support people. The manager told us, “We speak to relatives when they come in, we ask people how they would like their care.”

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Staff used nationally recognised assessment tools to ensure people received the support they needed. One visiting professional told us, “I’ve been working with The Larches for 3 years. I think it's well run, I think they have a good team, Communication is good, I am very specific with what I want them to do, and they do follow it. The staff are always friendly. The staff and managers know the residents. They know when things are wrong.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The staff team had a close working relationship with people and other professionals to make sure people were at the centre of their care. Staff worked in close collaboration with visiting healthcare professionals such as dieticians, learning disability nurses and GPs. One visiting professional told us, “I’ve visited the service on several occasions, and I’ve never had any concerns around neglect. Staff are polite and courteous. The staff are really good. Staff are super friendly and super helpful.”

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff used people’s preferred communication style to ensure people had choice and control over meal and drink choices. People were supported to be active members of their community and regularly accessed the community. One person told us, “The staff are good. They remind us to brush our teeth. We do exercise every Friday.” Another person told us, “Staff help me to walk so I don’t stay in my wheelchair all day.”

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Staff and leaders monitored people’s goals and wellbeing. There was a strong culture at the service of making the service feel homely and supporting people to live high quality, fulfilling lives. Care plans were regularly updated to make sure people’s wishes and preferences were up to date and were at the forefront of staff’s approach. One member of staff told us, “I can go through the care plans, things are quite simple to find, it is clear and easy to understand the information in the care plans here.”

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Decisions were made in line with the Mental Capacity Act; however, we found not everyone had a mental capacity assessment in place who needed one. There was a culture to ensure staff followed the person’s wishes and routines. Staff understood the importance of consent, especially for those who were non-verbal. Staff knew the non-verbal cues and gestures people would make to give consent to a particular action. People told us staff asked before they gave personal care.