Fosse Healthcare - St Mary's House

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 as good. At this assessment the rating has remained as 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.

People's needs were assessed before care and support were provided to ensure care was planned and delivered in line with their individual needs. Relatives, where appropriate, were also involved in the assessment and review process.

Staff told us care plans contained detailed information about people's needs, preferences and associated risks. They explained care records accurately reflected the people they supported and provided clear guidance on how to meet their needs safely and effectively.

Staff had access to electronic care records through handheld devices, enabling them to review up-to-date information whilst providing support. They were able to record changes in people's needs in real time, supporting effective communication and ensuring care remained responsive to people's changing circumstances. We reviewed a sample of daily care notes and found entries were made for each call and recorded the detail of care delivered which matched what was planned to be.

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.

Managers and staff demonstrated a clear understanding of how people wished their care and support to be delivered. This was confirmed through our review of care records and discussions with staff and management.

People and their relatives told us they were involved in planning and reviewing their care and support. Care plans contained person-centred information and provided staff with guidance on meeting people's individual cultural needs, nutritional and hydration requirements, and mobility preferences. One relative said, “[Name] had swollen legs. They contacted the district nurse straight away and informed me. After the nurse said carers needed to be careful when delivering personal care around the affected area which they did. They encouraged them to put their legs up and when helping in the shower made sure they were gentle and patted them dry.”

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.

The registered manager and staff demonstrated a good understanding of people's individual needs, preferences and personal histories. They knew what was important to people, including their life experiences, relationships, religious and cultural needs, and how other health conditions affected their wellbeing and daily lives. This person-centred approach helped staff develop meaningful and trusting relationships with people receiving support.

Relatives consistently spoke positively about the care provided and the efforts made by staff to maintain up-to-date knowledge of people's changing needs and circumstances.

Staff were able to access and share information effectively using hand-held electronic devices and written documentation. A staff member said, “We all use the hand-held devices which are good. Seniors also do a handover sheet every day so if staff been on days off this gives them an overview of what has happened whilst they have been off.”

The registered manager explained how they worked collaboratively with external professionals to ensure people's needs were appropriately reviewed and met. For example, they shared relevant information and worked in partnership with social care professionals such as health care professionals, social care workers and the accommodation provider.

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.

The service worked effectively with relatives to support informal care arrangements and promote positive outcomes for people. Staff demonstrated a good understanding of people’s health conditions including the impact it had on the person's wellbeing and the early signs which may indicate a deterioration in their health.

Assessment records and care plans contained relevant information about people’s healthcare needs and the professionals involved in their care, including GPs, consultants and social workers. This helped to ensure people received coordinated and person-centred support.

People’s nutritional and hydration needs were met. Care plans contained information relating to any risks associated with eating and drinking including specialised diets. People who required assistance with their meals and drinks told us these were always provided. Snacks and drinks between care calls were also prepared so people had continued access to nutrition and hydration.

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.

People and relatives told us the registered manager and staff worked in partnership with them to help people achieve positive outcomes. Feedback we received confirmed the management team and care staff worked collaboratively to meet people’s individual needs and preferences.

People said their care arrangements were regularly monitored and reviewed, and they were involved in discussions and decision-making about the care provided. A review of some people’s care records, together with feedback received, confirmed people and their relatives were consulted and involved in planning and reviewing care.

People told us the service was flexible when changes to their care arrangements were requested, both during formal reviews and between scheduled reviews, ensuring care continued to reflect people’s current needs and wishes.

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

People's consent to care and treatment was sought and recorded within assessments and care records. People confirmed staff respected their choices and obtained permission before providing support. One told us, “Staff always ask me for consent before doing anything.”

Records relating to consent reflected good practice. Where people may have lacked the capacity to make specific decisions about their care and support, the provider had undertaken mental capacity assessments and involved relevant representatives where appropriate. This demonstrated the provider was working in line with the principles of the Mental Capacity Act 2005 (MCA).

Staff demonstrated a clear understanding of the importance of gaining consent and described how they sought permission before delivering care. They were able to explain how they respected people's right to refuse support and how they would respond appropriately in these circumstances.