Fleetwood Hall

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 provider 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 formally assessed using a range of assessment tools, these were reviewed regularly to identify if people’s needs had changed. People’s communication methods were documented within care plans to enable effective communication.

People were assessed daily by staff who knew them well, with updates shared at daily handover meetings.

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, including kitchen staff, were knowledgeable about people’s individual dietary requirements and preferences. People had access to sufficient food and drink to support their health and wellbeing and were supported to manage risks associated with their nutritional and hydration needs. One person told us, “They [meals] are very tasty. The new chef is smashing and comes round and asks what you would like. We all have a jug of juice in our room; I can top up mine myself and we can have a cup of tea at any time.” A second person said, “The food now is very good; it has improved no end since the new chef came. We have different choices every day and they do make nice salads. There is always plenty to drink.”

Staff demonstrated a good understanding of people’s preferences, health and behavioural support needs, and could describe the approaches they used to provide effective care. However, some care plans did not fully reflect the support being delivered or the knowledge held by staff. The management team responded promptly and took immediate action to update the relevant records and review processes.

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.

Health and social care professionals described positive working relationships with the management team and senior carers, who were seen as approachable, open, and easy to engage with. Feedback included, “Management are very responsive to requests including providing information. Always answer the phone and are available to talk to. Staff are available to myself and to family to talk to in the communal areas and happy to do so.”

The provider made sure referrals to appropriate health services were made quickly when people’s needs changed and acted swiftly on their recommendations. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Health professionals spoke positively about the staff at Fleetwood Hall. Email responses included, ‘We have developed professional relationships with registered and deputy managers and senior carers. We find them to be positive, act in patients’ best interests and provide comprehensive handovers. Fleetwood Hall link excellently with families. They clearly recognise that family dynamics and wellbeing are vital to the continued care for the residents.’

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.

Management and staff worked with relatives and healthcare professionals to ensure people had access to healthcare. Health professionals such as district nurses, therapists and advocates visited regularly to review people’s health needs.

Staff effectively used an electronic monitoring system to maintain oversight of people's care. This included monitoring areas such as nutrition, hydration, emotional wellbeing, and any changes in mood, behaviour or overall presentation. Relatives spoke positively about how staff worked with district nurses to support their family members’ ongoing health conditions. This partnership helped ensure people received timely support, helping maintain their health and wellbeing.

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

The management team worked in partnership with people, their families and representatives in line with The Mental Capacity Act 2005 (MCA). People and their relatives were involved in discussions about risks relating to falls and the measures needed to reduce these risks. Where restrictions were introduced, these were considered in partnership with people to help balance safety with independence and choice.

Staff completed training in MCA and understood the concept of consent. We observed staff gain consent from people before completing any tasks. We saw consent for care and treatment was obtained in people’s care plans and records. The provider made applications to the local authority if people were at risk of being deprived of their liberty.