Network Healthcare - Harrow

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

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. This is the first assessment for this service. At this assessment the rating is good.This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 67 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People’s needs were assessed and planned for. People and their relatives where appropriate had been involved in the care planning process. A care needs assessment had been carried out before people received care from the agency.

Assessments were used to help create care plans which outlined people’s care and support needs, preferences and wishes and the support required by staff. Care plans were reviewed to reflect any changes in people’s needs, wishes and health conditions.

People and their relatives told us they thought their needs were met and their choices were respected.

People told us care staff were knowledgeable and understood their needs. A person said, “They [care staff] know me and know my routine.” A relative told us, “We now have a small group of 4 carers, and they know how everything works. They have a system in place and there is a familiarity to the whole thing. I feel safe with the carers.”

People mostly received evidence-based care and treatment. However, we found care records did not always contain sufficient detail to guide staff in how to provide best practice care. Risk assessments did not always provide staff with clear information regarding people’s particular healthcare needs. This placed people and staff at potential risk of harm.

The provider offered training and guidance for staff to help make sure they had the skills and knowledge needed to care for people. Staff told us training was helpful and equipped them for their role. A staff member told us, “A lot of training is available, and I am up to date. We are encouraged to do extra training. It is brilliant.”

Some staff took on extra responsibilities and lead roles. For example, a member of staff was a designated ‘champion’ where they undertook extra training and responsibilities in relation to infection control.

Overall people were satisfied with the way they received care and support from care staff. They mostly commented positively on the competence of care staff.

Staff had effective systems for communicating with each another. Staff received important information through team meetings, regular emails and messages through the electronic care management system.

Staff spoke positively about the support they received from their colleagues and management. A member of staff said, “It is amazing working here. Management are on point. Management respond quickly without hesitation. I can ask questions openly and they respond each time.”

Staff told us they were supported in their work and felt valued working at the service. A member of staff told us, “Management support us to grow and progress within our work.”

Systems were in place to help keep staff informed of changes within the service. This was done through regular messages and meetings.

Staff worked with external healthcare professionals. Management made referrals when they identified changes in people’s needs. They communicated with care professionals such as the local authority and GP.

A system was in place to help monitor people’s health and well-being. Staff recorded their visits on electronic daily notes. These recorded the tasks staff completed and people’s healthcare needs. Management used these notes to help monitor people’s progress.

Outcomes were set for people in their care plans. They detailed how people wanted to be supported. Daily notes were completed by staff. These enabled staff to monitor people and help staff respond to people’s changing needs promptly to help promote positive outcomes.

People were supported to consent to their care and treatment where possible. Care records included some information about people’s capacity. However, there was a lack of detail about people’s ability to make decisions, how choices were communicated and if the person needed extra support to understand decisions. Staff had completed Mental Capacity Act 2005 (MCA) training. Staff were aware of the importance of giving people time to make their own decisions where possible. A member of staff told us, “I always ask people what the y would like. I always give them 2 options (with their meals or what they wear). Choices are very important. I always have a conversation with them and spend time talking to people.”

Management was aware of the importance of making decisions in people’s best interests and not imposing unnecessary restrictions on people.