Helping Hands 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. At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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 was exceptional at making 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. Care plans were detailed and person centred and gave specific information about people and their needs and considered them as a person. People's care plans were not only based on their needs but also what mattered most to people. Staff and leaders recognised people's strengths and used them to build on other aspects of their support.

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. The provider worked well with external professionals to ensure people received support which met their needs. People who used the service told us staff worked well to ensure they received support that met their needs.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. The management team ensured every individual was involved in care planning and reviewing. People were provided with information in a format they could understand. Where needed, accessible information was offered to support people in fully engaging with their care, expressing their preferences, and making informed choices, where they have the capacity to do so. People’s communication needs were identified and clearly documented within care plans and risk assessments. When people started using the service a welcome letter was sent out to them explaining what the providers promise was to them. This included empowering independence, creating a bespoke care plan, and support routines and hobbies. The provider also had a brochure which explained what different services they could provide.

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 which supported them in handling complaints in a constructive way. Where complaints had been raised, we saw they had been recorded and included actions taken to find a resolution. Lessons were learnt to change practice and improve practice. Compliments were also recorded and praise given for good work and upholding the providers’ values. Feedback from people was sought and analysed to ensure learning.

The provider made sure that people could access the care, support and treatment they needed when they needed it. People’s care and support packages were continually monitored and reviewed and staff stayed in regular contact with the management team and other healthcare professionals, to ensure any changes in people’s needs were responded to quickly and appropriately. Staff also supported people to access other health and social care services when required.

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. The service had effective processes and systems in place to help ensure people were able to access the resources they needed and live their lives as they chose, without discrimination.

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's care plans reflected discussions regarding end-of-life care. The management team ensured staff had guidance to support people through transitions. Staff and leaders were responsive and played an important role in involving external professionals in people’s care.