Magic Helping Hands

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 assessment we rated this key question good. At this assessment the rating has remained 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. They ensured the assessments were completed in a timely manner and were accurate. These were used as the basis for the care records. Assessments were continually reviewed as staff found out more about people’s needs and preferences. This helped to ensure people received care that met their expectations. For example, 1 person told us, “I do have a care plan though my daughter was more involved in this and tends to deal with the office more than I do” whilst another said, “staff will ask if everything is OK and periodically someone from the office will come and check on things. Recently they came and said they thought I needed 2 carers to support me.”

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.

The management team demonstrated an understanding of best practice guidance, including Right Support, Right Care, Right Culture. The registered manager was able to give examples of some improvements they had made to reflect best practice. For example, improvements were made to support an individual with specifichealth and nutritional needs, ensuring their care was person-centred and evidence based.

Staff understood some people may need extra support when eating so they could do this safely. For example, staff followed comprehensive care plans to ensure people had the correct texture of food. Where required, the service liaised with health professionals to ensure people were receiving the correct support with their food and nutrition and care plans were updated accordingly.

The registered manager 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. Health and social care professionals described open communication with Magic Helping Hands which helped to ensure people received good care.

Staff were positive about the flow of information across their teams and told us this helped them to give safe, consistent care to people. Comments shared included, “The management team is so supportive and gives guidance whenever I approach them” and “I enjoy supporting the people we care for, and I appreciate the teamwork among staff.” This collective approach enabled staff to work effectively together to meet people’s needs.

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. A member of staff told us, “We have a care plan which we follow but we must also respect the clients' likes or dislikes before we proceed with each task.” A person told us, “The staff don’t rush me and they even chat to me when they are doing their notes.” A relative told us, “When the care staff are here, they engage with [name] and do the activities [name] enjoys.”

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. 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 staff member told us, “There are regular reviews and assessments to ensure clients’ needs are up to date and as a staff member I pay attention to details of clients’ needs and communicate with the office if there are changes.”

Relatives and health and social care professionals were complimentary about the outcomes people had achieved since starting to receive care from the service. A relative told us, “There is an App on my phone which allows me to see what has been logged electronically as soon as it is made, which is very reassuring. The notes are fairly detailed for each visit, which helps to keep a handle on things.”

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

Staff members demonstrated an understanding of the Mental Capacity Act 2005 (MCA) and ensured any decisions made for individuals who lacked capacity, were consistently made in the person’s best interest. Staff completed training and could clearly explain how the principles of the MCA applied in their daily practice. Staff described how they supported people in the least restrictive way possible, encouraging them to make informed choices about their care and daily routines.

Staff members shared comments such as, “Listen to the client’s needs, communicate with empathy and use their preferred names. Maintain their privacy and involve patients in decisions regarding their care” and “speak respectfully and involve people in decisions about their care. I encourage independence by allowing people to do as much as they can for themselves while providing support when needed.”