Kernow House

“There were enough staff to support people in line with their needs and preferences. Call bells were answered promptly, and we observed staff responding to people’s requests.”

“Staff were recruited safely and completed an induction before starting work. Ongoing training and competency checks helped ensure they had the appropriate skills and knowledge to carry out their roles.”

“The service was clean, and staff understood how to manage infection control risks.”

“People had enough to eat and drink, food was varied and healthy. Staff monitored people’s health and escalated any concerns appropriately. People were supported to access other healthcare agencies when needed. Professionals external to the service were positive about the approach to joint working.”

“Staff understood and respected people’s individual health and social needs. Care plans contained relevant information and were updated regularly.”

“Staff were exceptionally kind, compassionate and enjoyed their role caring for people. They told us they were well supported by the registered manager who listened to them and acted on suggestions they made. Regular staff meetings and daily staff handovers meant that communication between the staff teams and the oversight of the environment and its facilities were effective.”

“Staff understood the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS). Best interest decisions were always carried out regarding specific decisions. All necessary applications had been made to the local authority.”

“During the assessment we identified improvements were required relating to some staff working excessive hours and medicine management. These were discussed with the registered and regional managers. Following the assessment action was taken. A new process was introduced to monitor staff working hours to ensure they no longer worked excessive hours. Processes to monitor the management of medicines were improved. We were assured there was no impact for people in receipt of care. ”