Bury Council - Falcon & Griffin Extra Care Scheme

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

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Initial assessments and care plans needed expanding upon ensuring information reflected the care and support people needed as well as providing further guidance for staff in the safe delivery of people’s care and support.

The registered manager told us they had a very good relationship with the social care professionals and the housing provider. Assessments were received as part of the referral process. These helped when deciding if the person was eligible for a vacancy.

Staff told us they had the information needed to support people in a way they wanted and needed. One staff member told us, “We have paper files in the flats and handheld devices with information on. We can also go to the office for any other information we might need.” People told us staff knew how to support them and that they were involved in planning the care they received. People told us, “The care company listens,” and “The manager asks me about my care and if I need any changes, she is very approachable.”

Positive feedback was received from external professionals in relation to the standard of care and support provided. One person told us, “Staff are knowledgeable about the tenants they support and can provide detailed, accurate information when we carry out reviews or assessments. This level of engagement makes a significant difference in ensuring continuity of care and positive outcomes.”

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 worked together to deliver and meet people’s needs and wishes in line with legislation and current evidence-based good practice and standards.

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.

Managers and staff told us they worked closely with various external health and social care agencies and sought advice and support around best practice.

Staff said they were kept informed of people’s changing needs and updated when people moved between services, such as discharge from hospital. One staff member told us, “We have a protocol where we can see what is happening to someone, for example, in hospital, it says what is happening to them, what’s wrong, and any changes when they come back. So that’s useful too, as we know what is happening.”

Feedback received from external professionals confirmed working relationships were effective, so people received safe and effective support. One professional told us, “During a joint visit, it was identified the person was struggling with quite a few aspects of his health and wellbeing, we worked together to support his independence. This included a home safety check and access to specialist equipment. The feedback we received was very positive, and I know how much he appreciated our visit. This is a good example of our teams working together to support tenants achieve the best outcome.”

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.

People were supported in maintaining their health and well-being and had access to relevant healthcare professionals when needed. An external professional told us, “Staff appear vigilant around people’s conditions, escalating concerns promptly to both care services and housing management team, which are then referred to relevant external services.”

Consideration was also given to people’s social and emotional needs. Several social opportunities were arranged at the service, such as breakfast clubs, games afternoons, and supper club, all of which help to reduce isolation and encourage positive relationships amongst tenants. The relative of one person told us, “I am aware that staff do go the extra mile, hosting weekly breakfast clubs and events in line with specific dates. This, I believe, is appreciated by some of the tenants and is beneficial to their overall well-being.”

We were also told of a recent ‘Action Day’ were people, staff and volunteers had worked as a team to improve the communal garden areas. This was ongoing and further action days were planned. We were told, “We managed to get some tenants involved, which they thoroughly enjoyed. Even tenants who struggle with health conditions, the staff adapted ways to make them feel involved. Whilst always ensuring their safety.”

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.

Regular monitoring and checks were carried out and analysed, helping to identify issues, learn lessons, and develop action plans to improve the quality and safety of the service people received.

It was clear from the feedback we received that the managers and staff recognised the importance of learning lessons and continuous improvement to ensure they maintained high-quality, person-centred and safe care for people.

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

People said they were consulted and agreed to the care and support they received. Staff had completed training in the Mental Capacity Act and understood the importance of seeking consent from people when offering support.

An external professional spoke about their observations of staff, adding, “I’ve seen efforts made by staff to promote tenant involvement in activities and decision-making, which contributes positively to their overall experience.”