Helping Hands Accrington

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

Management assessed and reviewed people's needs accurately and regularly, and staff could access guidance easily via an app on their mobile phones. People's needs were met in line with guidance, and staff took account of what was important to the person. Staff worked well with other agencies such as GPs and district nurses. People were supported to maintain healthy lives and staff helped people to maintain links in the local community. Staff could recognise if someone's health was deteriorating and took appropriate action. Staff understood the principles of the Mental Capacity Act, and considered consent throughout their caring activities.

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.

People were consulted around the planning and reviews of their care. People could access their own care plans and see updates. People's needs were met safely and effectively due to adequate assessment procedures.

Managers conducted pre-admission assessments and completed risk assessments and care plans to identify people's needs. Guidance for staff was clear, and care plans were updated in a timely manner following any changes to people's health and wellbeing. Staff completed notes following their caring activities and managers could monitor these remotely. Managers completed care plan audits to identify gaps and areas for improvement.

Managers were trained to complete thorough assessments, and the provider's policy stipulated reviews should be conducted every three months or when there was a change in need.

People's needs were met in line with good practice and guidance. People and their relatives confirmed that all their needs were met safely and effectively.

Staff said that care was delivered according to what was important to the person. Managers conducted specific health needs risk assessments, for example around falls, deterioration in skin integrity and risk of weight loss. Staff observed people for any change in their health and wellbeing and appropriate action was taken to address when required.

Staff could access guidance to make sure care was delivered according to best practice. For example, falls prevention awareness and nutrition and hydration.

Care was joined up with other services and people told us that staff advocated for them on their behalf. A person told us that when they experienced a fall, the staff member noted their injuries and contacted the GP; following this district nurses visited regularly to provide care and treatment.

Managers and staff made referrals to external health services such as occupational therapists, falls prevention teams and continence teams.

Partners fed back that they had good working relationships with staff and managers.

There were effective policies and processes in place to make sure people only had to tell their story once when they moved between services.

People and their relatives told us that staff supported them to live healthy lives. For example people were supported to eat and drink healthily.

Staff were committed to meeting people's holistic needs and shared examples about assisting people to access the community and maintain friendships and family connections.

Policies and procedures made sure that people were supported to live healthy lives and their needs were met in a holistic way.

People said that staff could tell when they were unwell and were supported to maintain their health and wellbeing.

Staff had the right knowledge and skills to monitor people's health and wellbeing, and took appropriate action if there was a change or deterioration in people's needs.

Managers conducted regular reviews about people's health and care needs. Managers completed audits regularly about the service to ensure people were receiving good outcomes.

People told us that staff were polite and always introduced themselves. People were asked for consent to provide care and treatment and people said staff talked to them in a respectful and considerate manner.

Staff understood the principles of consent and knew what to do if people refused care.

Staff completed training in The Mental Capacity Act and we saw evidence of Mental Capacity Act assessments and best interest's decisions in people's care plans. We saw evidence that people and or their relatives had signed consent forms regarding their care and treatment, and support to take medicines.