Helping Hands Gateshead

This is the first inspection for this newly registered service. This key question has been rated good. This meant people were safe and protected from avoidable harm. The registered manager had established robust systems to identify safety events and they ensured these were investigated thoroughly and any lessons learnt were embedded in to practice. The registered manager actively promoted using information from lessons learnt to continuously enhance the service. They worked with people and partner organisations to maintain safe systems of care and this was based on openness and honesty. Staff understood safeguarding procedures and referrals were made as needed. The registered manager and staff worked closely with people to understand what being safe meant to them as well as with external professionals around the best way to achieve this aim. Risks were assessed and action taken to mitigate any risks. People were supported to do the things that were important to them and manage any associated risks. Staff followed appropriate infection control measures. Recruitment practices were meeting requirements. There were enough staff to deliver the care package and systems were in place to ensure new care packages could be supported with adequate numbers of staff. Care packages were only accepted when the registered manager and staff were confident the person’s needs could be met. Medicine management was effective. Staff who administered medicines had the appropriate training. Staff followed appropriate infection control measures. The registered manager ensured staff were trained to use equipment and understand how to check items were fit for purpose.

This is the first inspection for this newly registered service. This key question has been rated good. This meant on the whole people’s outcomes were consistently good, and people’s feedback confirmed this. People’s needs were assessed before they came to use the service. Only people who the team were confident they could meet their needs were accepted to be supported by the service. Assessments were used as the basis for the care records. The care records clearly detailed people’s needs. The registered manager and staff maximised the effectiveness of people’s care and treatment by consistently reviewing their health, care, wellbeing and communication needs with them. The support offered was delivered in line with legislation and current evidence-based good practice and standards. Staff supported people to manage their health and wellbeing in ways which maximised their independence, choice and control. The registered manager ensured people experienced positive outcomes from the support the service offered. People reported they found the staff closely listened to their views and care packages were very flexible, person-centred and would be altered quickly to meet any changes they wanted. Staff worked with local healthcare professionals and sought advice when required. Staff worked as a team to ensure people’s support needs were met. Staff made people aware of their rights around consent and respected these when they delivered person-centred care and treatment. Staff had received training around the Mental Capacity Act 2005 and associated Code of Practice. No one was using the service who lacked capacity to make decisions about their care and treatment. Staff had received mandatory and condition specific training. Staff supervision sessions were in the process of being completed in line with the provider's policy.

This is the first inspection for this newly registered service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care. People and relatives found staff treated them with dignity and kindness. Staff sought people’s views about how to support them and, when appropriate, relative were included them in discussions about the support being offered. The registered manager enabled staff to deliver person-centred care and this was the fundamental basis of the design of the service. Processes were in place to take account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. The registered manager also monitored care packages in ways to ensure staff well-being was maintained and they had adequate support to deliver the service. People reported staff promoted their independence. They knew their rights and had choice and control over their own care, treatment. and wellbeing. Staff provided care in a timely and responsive manner. The provider ensured staff treated colleagues from other organisations with kindness and respect. They also cared about and promoted the wellbeing of their staff and supported them to deliver person centred care.

This is the first inspection for this newly registered service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery. The registered manager and staff ensured everyone could access the care, support and treatment they need when they needed it. They understood the diverse health and care needs of people and their local communities. Staff provided care, which was joined-up, flexible and supported choice and continuity. The registered manager strongly advocated keeping people at the centre of their care and treatment choices. They decided, in partnership with them, how to respond to any relevant changes in their needs. We found that care records were written in a person-centred manner however, which provided sufficient detail to assist staff understand how exactly to deliver the care package. People felt the registered manager and staff listened to them and acted on any concerns. The systems in place made it easy for people to share feedback and ideas or raise complaints about their care, treatment and support. Information was provided in appropriate, accurate and up-to-date formats that could be tailored to individual needs. No one had felt the need to raise a compliant. The provider had systems in place to support people to plan for important life changes, so they can have enough time to make informed decisions about their future, including at the end of their life. No one was receiving end of life care, but staff understood how to deliver this if needed, but staff understood how to deliver this type of support should it be needed.

This is the first inspection for this newly registered service. This key question has been rated good. This meant the service was managed by leaders who created a culture aimed at promoting high-quality, person-centred care. The registered manager worked with staff to encourage a shared vision, strategy and culture. This is based on transparency, equity, equality and human rights, diversity, inclusion, engagement, understanding challenges and the needs of people and local communities. The registered manager fostered a positive culture where people feel that they can speak up and that their voice will be heard. They had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. An effective quality assurance system was in place. The registered manager used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. They valued diversity in their workforce and had put systems in place to ensure an inclusive and fair culture was created. The registered manager consistently looked at how to improve equality and equity for the people they provided support to and people who work for them. The registered manager ensured there was a system in place to encourage continuous learning, innovation and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. Staff we contacted were passionate about providing good care outcomes and took ownership for their practice. Staff understood their duty to collaborate and work in partnership. They, when needed, shared information and learning with partners and collaborated for improvement.