Falmouth House

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

People’s needs were assessed prior to them moving into the service to ensure their needs could be met. Care planning was robust and person-centred. Records were updated when people’s needs or preferences changed. Staff understood people’s assessed needs and told us communication within the home was good. They spoke positively about the support and guidance they received from the management team.

Visiting healthcare professionals told us that communication between them, the people living at the home and the staff team (including the management team) was very good. One professional told us, “The staff team are excellent communicators who provide thorough, consistent, and patient-centred support. Confidentiality is maintained at all times, with information shared appropriately and professionally in accordance with policy and best practice.”

The staff 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.

Care records were personalised and detailed, as people living at the service had helped to create them. Risk assessments and management plans were clear, so staff knew how to support people safely and in the best way. Records showed people were receiving care which matched their assessed needs.

One relative told us that they could visit their family member whenever they wanted to, which was important. They said, “We can just turn up and there are no issues. The staff are exemplary; I cannot fault them.”

The whole staff team 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.

Staff regularly reviewed people’s needs with them and kept their information up to date.

The registered manager had created a strong and supportive team culture within the service. They were visible, involved and regularly present. Communication between the staff team was clear and effective, which helped to support safe and consistent care. We saw staff working well together as a team.

Staff described how the management team were very approachable and they felt listened to. Partners who worked with the service gave extremely positive feedback about interactions with the staff and managers.

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

Staff supported people to make choices about food and drinks while promoting healthy options. Menus were balanced and offered variety and choice. During our site visit, we observed vegetables, grown on-site, being prepared and used for the evening meal.

Staff encouraged people to keep active in ways that were suitable for their abilities. They were supported to take part in activities which were meaningful to them and reflected their interests and needs. People described how they had helped the staff to make the wooden planters and wooden table and chairs that were in the communal outside space. One person said, “I really enjoyed helping. [Staff member’s name] was really good and explained what we needed to do.”

Care records showed people attended medical and community appointments regularly, or when needed. Emergency care plans were in place where required. Risk assessments gave staff clear guidance about how to support people safely and in line with their individual needs.

The staff team 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 monitored people’s care and treatment. Care records were reviewed regularly to make sure people’s care continued to meet their needs. For example, people were supported to attend hospital appointments. Staff recorded any medical advice given, so they could support people to follow that advice.

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

Records showed people’s mental capacity was assessed, when needed. Best interests’ decisions were made on a person’s behalf when they did not have capacity to make decisions for themselves.All appropriate people were included in such decision making. All reviews were undertaken on time and documented.

People were supported to have choice and control over their lives. Staff supported them in the least restrictive way possible and in their best interests. Staff demonstrated an understanding of the principles of the Mental Capacity Act 2005 (MCA). The MCA provides a legal framework for making specific decisions on behalf of people who may lack the mental capacity to do so for themselves. Policies were in line with the principles of the MCA.