Newday Healthcare Professionals Ltd

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.
At our last inspection we rated this key question requires improvement. At this inspection the rating has changed to 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 service ensure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. Before people began receiving support, information about their needs was gathered to inform care planning and the delivery of care. The registered manager told us staff spent time getting to know people and speaking with them and their relatives to develop a better understanding of their preferences and support needs.
Care plans and risk assessments contained information to guide staff in supporting people. Since the last inspection, the registered manager had updated a number of care plans and care records. However, some care plans had not yet been reviewed in sufficient detail to ensure they fully reflected people's current needs, preferences and risks. The registered manager was continuing to work through and update care records to ensure they contained the most relevant and up-to-date information for staff.
 

The service 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. For example, completed care plans contained personalised information about people's preferences, routines and how they wished to receive support.
Staff knew people well and how they wished to be supported with food and drink. Where required, the service liaised with health professionals to ensure people were receiving the correct support with their food and nutrition.
 

The service 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. Staff had access to the information they needed to work with people and where required, helped them safely transition between healthcare teams. The registered manager told us they had developed good links with other health professionals such as advocates and the local authority. Regular staff meetings and supervision sessions were all in place to ensure staff were provided with current information to work together to support people. A staff member told us, “Management have an open-door policy, and we can discuss anything with them at any time.”

The service 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 need for care and support. People's strengths and abilities were promoted, and staff encouraged them to remain as independent as possible. This included supporting people to make day-to-day decisions, participate in activities of their choosing and undertake aspects of their personal care where appropriate, helping them to maintain their skills, confidence and wellbeing.
A member of staff told us, “I familiarise myself with a person’s care plan and get to know the person before supporting them. I want to make sure they can live their best life.” A relative told us, “We have no concerns. I am very happy.”
 

The service routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both people’s and clinical expectations. The registered manager told us they had several systems in place to help them monitor outcomes for people. This included asking people for their feedback through telephone monitoring calls, regular visits, and the completion of surveys on their care experience. A relative told us, “I feel confident that if I had any problems to ring the manager and I know they would try to sort it.”

The service told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff understood the need to gain consent from people before they engaged in providing care. Staff had received training on gaining consent and this was discussed with them during meetings and supervision. A relative told us, “Staff are professional, and the manager always takes their time to discuss any concerns with us.”
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.
Staff had received training in the Mental Capacity Act 2005 (MCA). Staff told us, “I have completed my training, and I understand the importance of gaining consent from the people I support.”