Helping Hands Aintree

Not everyone who used the service received personal care. CQC only inspects where people receive personal care. This is help with tasks related to personal hygiene and eating. Where they do we also consider any wider social care provided.

Right Support: People's choice, control and independence were supported through effective care delivery. Specific training was provided to ensure staff had the required skills to support people with a learning disability and autistic people.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

Right Care: Staff were person centred in their approach which promoted people's privacy and dignity.

Right Culture: Leaders created a person-centred culture. Staff in all roles were highly motivated and offered care and support that led to consistently good outcomes for people.

We have made a recommendation about governance. Governance was well-embedded into the running of the service. A range of audits were completed which were generally effective at identifying and driving improvements. However, the current systems did not pick up on a risk relating to a person's nutritional and moving and handling needs. The registered manager took immediate action to update the persons care plans.

Individual risks were thoroughly considered, and risk management plans were in place to guide staff on how to reduce the risk of harm. The registered manager understood the importance of learning from accidents and incidents. Effective safeguarding systems were in place and safeguarding concerns were shared with the local authority when required.

Staff were recruited safely and deployed in sufficient numbers to meet people's needs and keep them safe. Medicines were safely managed. Effective infection prevention and control procedures were in place.

Staff training was developed and delivered around people's individual needs. When required, specialised training was delivered and overseen by a clinical lead. Initial assessments focused on people's personal likes, dislikes and preferences as well as their physical care and support needs. People and relatives felt confident staff would seek healthcare advice if they were concerned.

People were treated with kindness and respect. Staff described how they delivered personal care in a dignified and respectful manner. People and their relatives commented positively about the quality of the care provided. The registered manager encouraged people to take ownership of their care plan and actively supported them to manage their own health and wellbeing goals.

Care plans reflected people's choices, preferences and what was important to them. People's preferred routines were well documented to ensure staff had the detail they needed to care for them in the way they wanted. People's communication needs and any assistance they needed was recorded. There was an appropriate complaints management system in place. People were supported to make decisions about their preferences for end of life care and this was recorded in their care plans.

The service was well led, and the registered manager understood the importance and responsibility of their role. They worked hard to embed a positive culture within the organisation and understood the importance of regularly speaking with people and their relatives and using this feedback to improve the service. The views of people using the service were at the centre of quality monitoring and assurance arrangements.