Helping Hands Sheffield

Lessons were always learnt to continually identify and embed good practice. Accidents and incidents were recorded and analysed to identify trends and patterns and used to mitigate future risks. We saw appropriate referrals had been made to healthcare professionals and staff worked in line with requirements and recommendations they suggested. People were safeguarded from the risk of abuse and staff understood their responsibility to report any concerns.

Risks associated with people's care were identified and managed to keep people safe. Care plans gave step by step instructions for carrying out tasks to ensure staff were following people's wishes, managing risk and delivering safe care. Staff and leaders ensured the care environment was safe and took action to address any potential hazards. Staff were recruited safely and received a thorough induction when they commenced their employment. Staff had access to ongoing training and were supported to progress within the company. People received their medicines as prescribed by staff who were competent and trained to do so.

People's needs were assessed and care delivered in line with people's preferences. People were involved in reviews about their care. People had access to healthcare professionals and care plans reflected their guidance. People were involved in setting goals and achieving outcomes that really mattered to them. Staff and leaders demonstrated a remarkable understanding of what mattered most to people. People were in control of their care and involved in making decisions based on their needs and choices.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. People and relatives told us staff were skilled and motivated to carry out their role. People valued carers and people were appreciative of emotional support.

People were supported by staff who knew them well and understood their needs and preferences. People and relatives had access to information about the service. The provider had a complaints procedure and people were supported to raised concerns. The provider made sure that people could access the care, support and treatment they needed when they needed it. People and relatives raised concerns regarding communication and said it was difficult to speak with someone and when messages were left, they were not always passed on. They also commented that this had improved with the commencement of the new manager.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. There were clear governance systems which supported leaders to identify issues and act on them in a timely way. The provider understood their duty to collaborate and work with partners to ensure people received a seamless service.