Helto Support

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

People received effective care which met their needs. People’s needs were assessed, and care plans were developed from assessment information. Care plans and risk assessments were kept under review to ensure the most appropriate care and support was delivered to people. Where people lacked capacity to consent, staff upheld their rights and acted in accordance with the Mental Capacity Act 2005. People told us they had access to healthcare professionals and told us staff understood their needs.

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 and their relatives told us they had been involved in their care plan. One person said, “I have a care plan, and they [staff] talk to me about it. I am treated as an equal.” One relative said, “Care plans are electronic, but I know I can see them if I need to, and they [staff] involve me and [my relative] in devising them. The notes they do are informative and a true reflection of what has happened.” People told us staff would recognise if they were unwell and needed a doctor. One person said, “They [staff] would get the doctor if I needed them to.”

Staff told us they involved people in their care and ensured their preferences were considered and acknowledged. One staff member said, “I make sure I include people and their relatives in their assessments. This helps to create a personalised care plan that reflects their wishes.”

People’s needs were assessed and documented in their care plans. Assessments were updated regularly, and care documents were informative and clear. People also had a daily routine care plan which was a shortened version of their care plan, but more concise for use on a day-to-day basis.

People told us staff supported them to be involved in their care and to develop independent living skills. One relative said, “The manager involves us in the care package and constantly discusses things to ensure we are happy.” Another relative said, “They [staff] can't do enough for us. We have the same carers, so we have got to know them well. The care plan is in place, and they involve us its very much about what my wife wants and meeting her needs the best they can.”

Staff and leaders knew people well and supported people to access a range of services to meet their needs. One staff member said, “People and/or their relatives are included in their assessment/care planning by encouraging their involvement during assessment and actively listening to their inputs to ensure it aligns with their wishes through effective communication.”

The management team completed care plan audits to identify any concerns. Daily records were detailed and reflected the care and support delivered. Care plans indicated that other professionals were involved in people's care. Best practice guidance was followed to ensure people received appropriate care and support. For example, 1 person used a ceiling tracker hoist and their care plan included information on how to use the equipment safely.

People and their relatives were happy with the way the service worked in partnership with external professionals. People told us staff responded quickly if they required any support from healthcare professionals.

Staff and leaders told us people had access to external professionals and their advice was followed. Staff told us they worked together well as a team and felt supported by the management team.

We obtained positive feedback from partners working alongside the provider. One professional said, “Helto have provided a stabilising influence for [person] and good all-round support for their social care needs.” Another professional said, “I am involved in a homecare transfers project and many of the people they support have chosen to remain with Helto through Direct Payments, rather than transfer to a new provider which shows that the people they support have confidence in their service.”

Staff were involved in meetings we saw minutes of meetings, and these showed staff were well informed, updated and given a forum to share views, opinions and ideas to develop the service. Handover forms were completed to pass information between the carers. These were detailed and under constant review by the registered manager. Healthcare professionals were involved in people's care as and when required.

People told us they had access to healthcare professionals to assist them to live healthier lives.

Staff and leaders informed us people had access to external healthcare. The registered manager was keen to ensure any advice was followed and made sure staff understood any complexities.

Handover forms were used as a tool to pass on information about the person and to ensure staff taking over the care were fully informed. Flow charts were in place to guide staff in an emergency situation. Care plans included evidence that other healthcare professionals had been involved in people's care when required. Any advice sought was adhered to. One page hospital passports were in place for people and contained important information about what to do if they were admitted to the hospital. The out of hours protocol in place provided staff access to management and support.

People told us they felt involved in their care and staff assisted them to make choices about their support. People and relatives told us the registered manager and staff were approachable and listened to them.

Staff and leaders told us people had access to external professionals and their advice was followed. Staff told us they worked together well as a team and felt the management team were approachable.

Care and treatment was monitored and fully documented in all care plans to reflect people’s current needs. Handovers between calls were used to pass on information about people’s care.

People felt involved in their care and were supported to make choices. People told us staff respected their wishes and gained consent prior to completing care.

Staff were knowledgeable about the Mental Capacity Act 2005 and knew the importance of gaining consent from people. One staff member said, “We get training on Mental Capacity Act during our induction. In practice, my clients have capacity, and I always do get their consent before any decision taking regarding their care. I always encourage the client to take the decisions themselves. I will never influence their rights, choices and control.” The registered manager understood their roles and responsibilities in line with the Mental Capacity Act 2005.

Systems were in place to ensure people were supported in line with the Mental Capacity Act 2005 (MCA). Where people lacked capacity, best interest decisions were made involving appropriate people. A consent to care document was in place and completed for all people. This was for people to agree to consent for the provider to hold a photo, staff to deliver personal care, to ensure they were fully aware of the complaint’s procedure, agree to risk assessments being completed, and administration of medication. This was completed and signed by the person concerned.