Falcon House Residential Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.
 

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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Staff supported people in a kind and caring manner and responded to their needs promptly and respectfully. One person told us, “They take me out in the wheelchair. I lost my husband in March, we came in the previous December, staff are always good. I know them, most of them are kind, they are good put up with me.”

A professional told us, “Falcon House is staffed by an exceptional team of dedicated and compassionate professionals. The atmosphere is truly that of a home where each resident is treated with the utmost care, dignity and sense of family. I cannot speak highly enough of the staff and quality of care they provide. Beyond meeting the needs of the residents, they also prioritize their happiness and well-being creating an environment.”

We observed staff to be patient and displaying genuine affection and respect for people. We observed warm interactions between people and staff. A person told us, “Got no complaints – I am well looked after, if worried I could talk to staff, I think most would listen.”
 

The provider treated people as individuals and made sure their care, support and treatment met their needs and preferences. They took account of people's strengths, abilities, aspirations, culture, unique backgrounds and protected characteristics.

Staff used people's care plans to understand how to support them in line with their individual needs and preferences. Staff delivered care in a way that promoted dignity, choice and independence, and they made genuine efforts to build positive relationships with people. Staff knew people well and tailored support to reflect what mattered most to them, helping to ensure people received personalised care that respected their individuality.
 

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People’s needs, views, wishes and comfort were a priority and staff quickly anticipated these so people did not have to wait for support to avoid any preventable discomfort, concern or distress. This was observed in the dining room at lunch time when the staff acted to ensure people’s needs were met at the time of asking.

Staff were alert to people’s needs and took time to observe, communicate and engage people in discussions about their immediate needs. They responded in the most appropriate way to respect the people's wishes, needs and preferences. They escalated concerns if they believed this may indicate a deterioration in the health and wellbeing of people. A staff member told us, “If I notice a change in a resident's needs or condition, I report it to the senior staff and record it appropriately. The resident's care plan and risk assessment can then be reviewed and updated. If required, residents can be referred to or seen by other professionals such as a GP, nurse or other healthcare professionals.”

Staff promoted independence by encouraging people to do as much as they could for themselves. A person told us, “They put a seat in front of the sink for me so I can wash.” Another person said, “I am independent to a certain extent and more than happy here, they [staff] are kind to you.”

Opportunities for meaningful activity, individual engagement, outdoor access and community involvement were available. A person told us, “I was taken to the garden centre by the activity lady for my pots, I have got ivy and a tree ready for winter.” A staff member told us, “Yes, residents have activities to keep them engaged, and where appropriate they are supported to access the community. Another person said, “Everyday there is something on, today is crosswords, the painting I like, yesterday was a darts competition, had a Polish day with food, did murals for the walls.”
 

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People told us they felt safe and well looked after and staff responded to requests and ensured their needs were met. We observed staff responding to people’s needs in a timely manner
and communicating positively and offering assurances and managing individual anxieties and distress.

Staff shared changes in people’s needs through care records, handovers and electronic messages so colleagues working later shifts remained informed. A professional told us, “In my interactions with residents, I have seen caring and person centred care. Staff appear to know residents well and understand their individual needs and preferences.”

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

There were sufficient numbers of trained staff with the skills and knowledge required to meet people's needs. Staff updated care plans to reflect changes in people's care and treatment needs and attended regular handover meetings where information about people's wellbeing, support requirements and risks was shared.

Staff told us they felt supported in their roles. A staff member told us, “I get loads of support from the kitchen staff, the carers and managers, been here 3 years, it is brilliant here.”

However, records showed staff had not always received regular individual supervision. Following the inspection, the registered manager provided a supervision schedule demonstrating how they would ensure regular supervision took place. A staff member told us, “I think they should be held every 3 months. With [registered manager] new to post, I know they have been arranging staff supervisions, and a date has been set for mine."