St Anthony's

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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People’s needs were assessed by staff before moving into the home. The registered manager told us care plans were developed from these discussions and detailed people’s needs, with guidance for staff on how to meet these. Relatives told us that they felt involved in developing the care plans.

The service delivered care and treatment in line with current guidance, including appropriate dietary support, pressure area care monitoring and use of recognised assessment tools. Staff demonstrated knowledge of people’s needs and worked closely with external partners, such as GPs and district nurses to review medicines and treatment plans. One health professional told us, “The home communicates effectively and professionally with me as an external healthcare provider. Staff are consistently well organised, provide appropriate information regarding residents requiring care, and are approachable and responsive to any queries. Appointments are managed efficiently, allowing treatments to be delivered in a timely manner.”

Staff, teams and services worked together effectively to meet people’s needs, with evidence of partnership working and communication with health professionals. Staff were responsive, and relatives felt informed and listened to. Staff worked well together to share information and provide continuity of care. Systems were in place to share information and update staff about changes in people’s condition or health.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and, where possible, reduce their future needs for care and support.

People and relatives told us staff ensured the person had appropriate access to healthcare. One relative told us they could see how much the person’s health had improved since they moved into the home.

One person told us, “The food was alright,” and all relatives confirmed they felt the food was of a high standard. A health professional told us, “Each person’s nutritional requirements are assessed and provided for, and those who need help with feeding are given more time and are supported by staff. Patients are not rushed.”

People were involved in deciding the menu, and it was regularly reviewed during residents’ meetings.

The provider monitored people’s care and treatment to help improve outcomes and maintain oversight of their needs. Care records, reviews and contact with health professionals showed people’s health and wellbeing were kept under review, and action was taken when concerns were identified. Relatives gave positive feedback about people’s care and the progress they had made sense moving into the home.

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

Staff ensured people understood and consented to the support they received and sought consent on a day-to-day basis before providing care. This helped people feel respected and in control of their health and wellbeing.

Where people lacked capacity to make specific decisions, staff completed mental capacity assessments and best interest decisions in line with the Mental Capacity Act (MCA). We identified 2 cases where a best interest decision had not been completed. We brought this to the attention of the registered manager, who took prompt action.

Staff received appropriate training and demonstrated a good understanding of the principles of the Act, including presuming capacity and supporting people to make decisions wherever possible. One staff member told us, “It is about assuming the person has capacity. If they do not, a best interests meeting is held.”