Falmouth House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs. At our last assessment we rated this key question good.

At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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 management and staff team made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People were supported in line with their care plans and personal preferences. Care plans were developed with input from people using the service and, where appropriate, their relatives, advocates and health and social care professionals. Staff told us they could access and update care records, and that important changes were recorded and shared through handovers. This supported staff to provide care that reflected people’s current needs.

The management and staff teams understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

A social care professional said staff stayed involved during a person’s hospital admission, kept in regular contact with hospital and community teams, and helped develop a detailed support plan after discharge. They told us, “Staff were fully involved in the process and demonstrated a proactive, patient centred approach.”

Staff received guidance and training to support people safely, recognise changes in their needs and know when to seek advice from external healthcare professionals. The service had established positive working relationships with community teams and pharmacies, which supported joined up and consistent care.

The management team supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Signage around the home was clear and supported people and visitors to find their way around the home.

Families told us communication with the staff team, including the management team, was good and they were always kept informed about their relative’s needs and support.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People were supported to share feedback, raise concerns or make complaints about their care and support. A family member told us, “[Relative] is vulnerable and I know he is being looked after well and certainly listened to.” Processes were in place to investigate and address complaints, and team meetings were used to discuss concerns raised. We saw documented examples of lessons learned and how these had been actioned.

Feedback from health and social care professionals was positive about the quality of the service. Staff told us the management team listened to them and said they felt confident to raise any concerns.

The staff team made sure that people could access the care, support and treatment they needed when they needed it.

Staff understood how important it was for people to access the health and social care support they needed. Care was well planned and documented. Records showed people were supported to access services when required. This included diabetes or mental health support or attending the dentist. Positive working relationships with local health and social care professionals helped promote timely and coordinated care.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Staff used information about people’s needs and preferences to provide personalised care. Care plans showed the whole staff team considered people’s protected characteristics and made reasonable adjustments to support fair and equal experiences.

Staff had completed training relevant to people’s assessed needs. The management team had systems in place to make sure staff understood people’s needs and preferences and could support them safely and consistently.

A community team professional told us, “Their support throughout the admission and discharge process was invaluable, and they worked closely with the me (community team) to ensure the individual received safe, coordinated, and effective care. It highlighted the team's responsiveness, professionalism, and commitment to achieving positive outcomes for the people they support.”

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Records showed people were supported to discuss their preferences and wishes for the future. These plans were reviewed as part of care plan reviews. This helped make sure they stayed up to date. Plans were in place for people going through important life changes. This included people thinking about moving to more independent living. Relevant health and social care professionals were involved when needed. The management team had ensured appropriate staff training was available in relation to end of life care.