Pronsahe Health Care

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 newly registered service. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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.

The provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People had their needs assessed prior to their care package starting. Care plan audits took place. The registered manager told us they met people in their homes or at the hospital to carry out a pre- assessment before starting their care package. The registered manager told us how they spoke with relatives and nurses at the hospital to gather information about the person.

Staff told us, "I have supported people with their daily living needs and helped them maintain their independence."

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards. Specific care delivery was recorded in people’s care plans for staff to follow, for example guidelines around minimising pressure damage issued by community nurses. People had support with their nutrition and hydration, such as support to prepare meals and drinks for between care calls. Staff told us, "I document any changes in daily notes, electronic care systems, and handovers. I also inform senior staff or managers so care plans can be updated."

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services. People had hospital passports and Recommended Summary Plan for Emergency Care and Treatment (RESPECT) forms in place. The registered manager told us how they worked in collaboration with the hospice, community nurses and the people’s GP surgeries.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support. People's pressure care was monitored and the staff worked with community nurses to monitor people's health needs. One relative told us, how staff monitored the person’s pain management and worked with the hospice to provide end of life care that was right for that person.

Staff told us, "Any concerns about their diet we contact the dietitian or GP. We alter their diet if needed. We encourage fluids and have fluid charts. We monitor what they eat and what time."

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves. People’s pressure care was monitored, and people had the equipment they needed in place. Referrals were made to the dietitian or speech and language team if needed. Staff told us, "We manage pressure sores well and help them to heal."

A relative said, "The agency are very good. The [registered manager] lets me know what happens with pain. They worked with the hospice to change pain medication."

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. People’s consent was recorded in their care plans. Staff told us, "We follow the principles of the Mental Capacity Act. Capacity is decision specific and should be assumed unless assessed otherwise. Assessments are carried out when there is concern that a person may not be able to make a particular decision, and any decisions made must be in their best interests."