The White House Falmouth

Additional night staff had been recruited and recruitment of day staff was ongoing. This increase in staffing and the appropriate use of regular agency staff, had enabled the dedicated staff team to have more time off. Staff who had previously been working excessive hours were now enabled to have a reasonable work life balance.

People's care plans and risk assessments had been reviewed and updated since our last inspection. These documents now accurately reflected people's current needs and gave staff with guidance on how to manage identified risks.

Environmental safety had improved. Fire doors were no longer tied open and cleaning materials were stored safely when not in use. Personal emergency evacuation plans were now available for people detailing the level of support they would need in an emergency. A fire risk assessment had been completed and an action plan was being developed to resolve issues identified by the risk assessment.

People were supported to access their medicines as prescribed and additional guidance had been provided to staff on when 'as required' medicines should be used. Additional appropriate storage facilities for medicines that required stricter controls had been installed.

The provider and deputy manager now had an understanding of the requirement of the Mental Capacity Act. Appropriate applications had been made to the local authority for the authorisation where people lacked capacity to make specific decisions their care plans were potentially restrictive. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

Effective quality assurance systems had not yet been introduced and daily care records were not been consistently completed. People were comfortable in the service and relatives were complimentary of the care provided. Staff told us, "I think people are 100% safe and they are happy which is also important".

The provider had taken action in response to the findings of our previous inspection. A deputy manager had

been appointed and the service was accessing additional managerial support facilitated by the local authority.

Staff were complimentary of the deputy manager and recognised the service's performance was improving. The current responsibilities of the deputy manager were understood by the staff team.