Helping Hands Chesterfield

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

This is the first assessment for this service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

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 were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People and those close to them, were involved in planning and making decisions about how their care could meet their needs. Support plans contained details of people’s preferences and guidance for staff to understand and implement these. Staff understood the importance of person-centred care and how the delivery of this was achieved.

As people’s needs changed, a review was held to ensure their care needs could still be safely delivered. People provided consistent feedback of the service being personalised and them being recognised as individuals.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People were supported by staff trained and assessed to be competent to meet their individual needs. The provider accessed training to develop competent staff to be able to meet each person’s range of needs safely.

The provider implemented an effective system for staff to report any changes in people’s needs, triggering appropriate responses and timely review and updates of people’s risk assessments and care plans.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People’s communication needs were assessed and met. Staff accessed training to ensure they understood the importance of effective communication and how to achieve this. People’s care plans included details of people’s preferred communication methods for staff to follow. People told us staff were considerate and communicated effectively with them.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People were listened to and involved in regular opportunities to share feedback about their care. For example, people were encouraged to give feedback on the service they received, through discussion with their care staff, or with managers, carrying out reviews, checks and calls.

The provider sent out surveys to stakeholders to gain feedback. The provider developed actions from the responses to demonstrate lessons learned. For example, the provider implemented a system for sending out rotas weekly and advising of any rota changes, including lateness, to improve communication with people. People told us they always knew who to expect and they were informed of any changes.

Staff feedback was encouraged and acted on. One member of staff told us, “Management are constantly asking for feedback from us as carers and also asking us to tell the client and their families to get in touch with them whenever they feel something could be improved. It feels like a very open space for carers, clients and families to raise concerns, and the office and management teams will take this onboard and use the opportunities to improve the service where they can.” For example, the provider responded to feedback from their survey to change the shadow shift opportunity during induction to ensure this was effective. One relative told us, “New staff were shadowed by existing staff before working independently. They were not left to work alone until both management and [name] were satisfied they were safe and competent.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People received person centred care which met their needs, this included flexible care when required. One person told us, “They [the provider] work with us to manage the hours flexibly.” The provider ensured staff were available at short notice to support people if required.

Staff understood their responsibilities to ensure people received an equitable service and had received training in equality, diversity and human rights. One member of staff told us, “I always remain professional when in the clients’ homes and taking them out to the shops or appointments. I respect their wishes whilst also ensuring their safety and well-being is protected.”

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People’s protected characteristics were considered in care planning. For example, where people’s support needs varied due to their health condition, guidance for staff was available to support people to achieve consistently good outcomes.

Relevant policies were in place to promote equality, diversity and human rights.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

People were involved in making decisions about how their care was to be provided and care plans included any specific person-centred details for future care. Care records included details of people’s choices regarding future events. For example, details of people’s preferences and wishes for when at the end of their lives.