Fauld House Nursing Home

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

People’s needs were assessed and reviewed effectively to ensure people were in receipt of the most up to date treatment, care, and support which was in line with good practice and individual choice and preference. Other health and social care professionals supported the care staff to provide guidance and support, so people received quality outcomes. This enabled people to maximise independence, choice and control. People were encouraged to make their own decisions and the correct support was offered to enable people to do this. Where necessary, others were consulted and engaged to ensure people were in receipt of the best care possible.

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.

People told us they were happy about the care they received and were able to speak with staff and management any time about their care needs. However, some people we spoke with said they did not always have opportunity to see their care plans during reviews. This was feedback to the registered manager who said they would ensure people had access to written records where required.

Staff told us they used care records to get to know people, their needs and what was important to them. When people’s needs changed, staff were able to feedback to seniors and the management team so care records reflected changes in people’s needs.

Staff and leaders used assessment tools to ensure people’s needs were reflected and understood. People’s needs were reviewed to ensure records were up to date and staff were therefore able to support people in the most appropriate and relevant way possible.

People’s care was coordinated and joined up so when advice about health, care and support was required, it was readily accessible and available for people. People said they had access to services and information as they needed them.

Staff were able to seek advice from other professionals about people’s care needs as needed. The management team worked well with partners to ensure they were up to date with good practice and required standards.

Records were detailed and up to date. These were reviewed regularly and updated as necessary. This supported staff to be able to deliver effective care.

People told us staff were helpful and supportive and showed understanding about their needs. One person said, “If there are any issues, I talk to them [staff] and if I need anything like if I need to see the GP, it Is done straight away. The Doctor is often here visiting checking on us all.”

Staff told us they worked well together and there were processes in place to enable them to share information about people they cared for. The management team had handovers with staff, and communication logs were kept so essential information was shared as required.

Many professionals were engaged in the service to ensure people received good, quality consistent care. A health professional told us, “The care provided by staff is always excellent and is very focused on people as individuals.” They said, “The care home has a strong and stable staff team, and the management encouraged an ethos of reflection and improvement.”

The processes in place reflected what people, staff and partners had told us. Records were contemporaneous and detailed so people could receive good quality care.

The relevant treatment and support was available and accessible to support people to live healthier lives. Information about people's health, care and support was available and this enabled people to make informed decisions about their health needs.

Staff supported people to manage their own healthcare where possible, and worked alongside health professionals to maintain people's health and well-being. One staff member said, "Staff work well with health professionals and when needed, we escalate issues appropriately." Staff were given specific responsibilities and areas to 'champion' to further support and enhance people's health and well being. The registered manager said, "The GP visits weekly, and we know people well so we can see if there is a change in people's needs. Knowing people as we do helps us support them in the best way possible to help them make decisions about what they want and need."

The systems in place to support the processes to enable people live healthier lives were effective and this was evidenced by the care we observed people receiving.

The care people received was joined up and coordinated and people told us they were seen and treated as individuals each having their own needs assessed and reviewed.

The management team worked with the nursing and care staff to ensure people’s outcomes were positive and consistent. There was a scheme of delegation in place to ensure communication was effective and people’s needs were met in a timely way and there were continuous improvements made to people’s care and treatment.

Systems in place monitor people's health conditions and improve their outcomes were effective.

Consent was gained before staff supported people. Comments we received included, “Staff talk to me about what they are going to do and ask if its okay” and, “Staff are respectful by listening to me and what I want to do- they ask my opinion.”

Staff told us how they supported people to make their own decisions and in people’s best interests. Staff received Mental Capacity Act Training and told us how they used the training to ensure people were given choice and control over their care needs.

The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, and some hospitals, this is usually through MCA application procedures called the Deprivation of Liberty Safeguarding (DoLS). We checked whether the service was working within the principles of the MCA, and whether any conditions on authorisations to deprive a person of their liberty had the appropriate legal authority and were being met. People had mental capacity assessments in place as needed. Where necessary, Deprivation of Liberty Safeguards (DoLS) applications were made to ensure where people were being deprived of their liberty, this was done in lawfully.