Hales Group Limited - Sheffield

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 good. This meant people’s needs were met through good organisation and delivery.

This service scored 71 (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 were included in devising and reviewing their care plans. Care plans were person centred and included specific information to guide staff in delivering care and support in line with people's preferences. A clear plan of each visit was documented in people's care files. These explained step by step what staff were to do for example, on arrival, handwashing, PPE, monitor mood and mental health. One professional said, “From my dealings with Hales they always give the service user their own choice and control over their care wherever possible, this is also always discussed in the initial assessments before putting the care plan together. The carers will encourage and support the service user to complete tasks on their own if they specify that that is what they want to do, this can vary from day to day and not every person wants to do this but it does help them with their confidence making them feel more independent.” One staff member said, “We adopt a person-centred approach by involving service users and their families in assessment and care planning, ensuring their wishes and needs are prioritised.”

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. We saw an example of a referral to the fire service to ensure someone's property was safe and risks in relation to fire safety had been mitigated. They had previously had a near miss with fire and smoke alarms were not operating properly. Care documentation also reflected examples of where people had been discharged from hospital requiring more equipment. Staff had identified these issues and raised with district nursing team and occupational therapist for support in using the hoist.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People had access to information about the provider and their support package. The provider worked in line with the General Data Protection Regulation (GDRP) and Accessible Information Standard (AIS) to evidence people had the right to be informed, access their information and the right to object. The provider had an AIS policy in place which showed a commitment to providing information to people and their families in a format which suited their communication needs. People also had a service user welcome pack explaining what their aims were as a company, and how they would get to know people.

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.The provider had a complaints procedure to ensure any concerns were actioned in a timely way. The service user welcome pack also included a shortened version of this and explained how people should make a complaint should they need to. There was also information about raising complaints with the Local Government Ombudsman (LGO) should they not be happy with the outcome provided by the provider. The provider kept a record of complaints received and what actions they had taken to address them. Lessons learnt were identified to improve practice and minimise recurrence. Monthly newsletters were published to keep people and relatives informed about the service. One staff member said, “Management consistently follows up with both staff and service users to ensure high levels of satisfaction. I feel empowered to make suggestions or raise issues, and the office staff are diligent in providing feedback and resolving concerns.” However, other staff told us they never received a response when they had raised concerns. One professional said, “If there are any issues or concerns raised then I find [manager] very responsive. They [manager] always willing to listen to others involved, find solutions and always have the service user’s best interests at the forefront. I also like the attitude that they have, that they will hold their hands up if something hasn’t gone well, try to put things right, investigate and take learning from any situation.” Although systems and processes were in place to address complaints and feedback, some people and their relatives raised concerns regarding members of the management team not getting back to them to resolve their concerns. The registered manager told us they would act on this feedback to ensure everyone felt listened to.

The provider made sure that people could access the care, support and treatment they needed when they needed it. All carers were provided with emergency contact numbers and clear guidance for out-of-hours situations. Policies and procedures for emergencies were accessible in the staff handbook and in people’s care plans. Staff were trained to respond promptly to people’s needs and escalate concerns according to protocol, and to always ensure people’s safety. Staff supported people to access the community such as visiting the local library and church.

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. Care plans guided staff to support people to reach their desired goals, using small, measurable and realistic targets. For example, 1 person had a desire to participate in community worship and felt it would enhance their wellbeing if they could attend the local church. Staff and leaders now facilitate this and supported the person to get ready and attended with them.

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. Staff received training and support to ensure they were compassionate and preserved people’s dignity. The registered manager told us they would work alongside external professionals to support people at this stage of their lives.