St Anthony's Residential Home Limited

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.

The acting manager completed an assessment of people’s needs before agreeing to provide care. Where possible assessments were completed in people’s previous homes to gain a full understanding of their needs and expectations. This process helped ensure the service could meet those needs and information gathered was used to develop the person’s initial care plan.

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.

People’s care plans accurately reflected their support needs and gave staff enough guidance to ensure those needs were met.

People were supported to eat a balanced diet, and meals were freshly prepared each day.People were offered choices at mealtimes and were able to request items not included on the day’s menu. The service had good stocks of fresh fruit, vegetables and branded dried goods. Relatives said, “[My relative] was off [their] food and they rang yesterday to say they had given [My relative] lollypops as they had not eaten” and “The food is fine, they have a proper chef there”. The service’s dining tables was arranged in accordance with people’s preferences.

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.

Information was effectively shared amongst the staff team to ensure people’s needs were understood and met. Handover meetings were held between staff prior to shift changes and noted to enable staff arriving between shift changes to have immediate access to information about people’s current needs. In addition, staff meetings were held regularly providing opportunities for learning to be shared and planned changes within the service discussed.

The service made prompt and appropriate referrals to NHS services to ensure people’s needs were met. Any advice professionals provided was acted upon promptly.

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 were encouraged to remain mobile and to do things for themselves where possible. Staff provided effective support when needed and respected people’s decision and choices.

Where people’s conditions changed, referrals to appropriate professionals were made to identify any aids available to support people’s wellbeing. Records showed GPs, opticians and dentists visited people when required and that a chiropodist visited every second week.

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.

The provider had introduced additional systems to ensure people’s care needs were regularly reviewed. Where changes were identified, care plans were updated to ensure they reflected the person’s current needs. Tasks and responsibilities had been delegated by the acting manager to the new assistant manager and senior carer roles. This gave the acting manager more time to focus on the service’s overall performance and meant staff who regularly supported people were now responsible for drafting and updating care plans.

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

Staff sought people’s consent before providing support and respected people’s decisions and choices. Care plans included guidance for staff on how to present information and support people to make meaningful decisions. Relatives told us, “[My relative] can get up and go to bed as [they] please”.

Care records showed, and staff explained, that people were able to decline planned care. One person had requested a clinical check-up and appointments had been arranged. However, the person had repeatedly declined to go to these appointments. Staff had explained the possible impact of this behaviour but respected the person’s choice.