Third Hand Care Also known as Third Hand Care

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 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 told us they received person-centred care in line with their needs and preferences. One person said, “They are polite and always ask how I am and if there is anything else they can do. It works well for us.”

The whole staff team was dedicated to meeting people’s needs and enriching their lives as much as they could.

Care plans were written in a person-centred way which included details about the person and their individual needs and wishes. For example, a person was non-verbal and could only communicate using eye movement and facial expression. Their care plan was detailed and stated ways the person was able to tell staff when they needed something, such as personal care. Care plan stated how the staff needed to meet the person’s needs. For example, to use ‘clear and concise’ language to explain care activities.

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 told us they received good care, and their healthcare needs were met and relatives echoed this. There were regular reviews organised to help ensure any changes to people’s needs or wishes was discussed and care adjusted to meet their needs. For example, one person wished to be called by a different name and the staff knew and respected this.

When possible, people were matched to care workers from the same cultural background, so this facilitated conversation and rapport. The registered manager told us, “We know to ensure we send the right people.”

People’s care plans described their healthcare needs and how to meet these. For example, if a person was living with a chronic health condition, there were clear instructions for staff to follow, so they could anticipate the person becoming unwell and take appropriate action.

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

People’s communication needs were sought during the pre-admission assessment so information could be made available to them in a format that suited them. People were provided with information about the service, what to expect and relevant contact details if they needed to get in touch at any time they had a query or a concern.

People's care plans detailed their preferences and any aids they needed to support effective communication. Staff understood the importance of ensuring people had information that met their preferences and in a way they understood. The registered manager told us, “An information pack is given to people, who to call, service user guide, on call number and complaints forms. It is all available in large print. If necessary, we would provide this in people’s own language.”

However, some people and relatives said communication with the office was not always effective. Relatives told us, “I think their communication could be improved. They are good at ringing me if [family member] is unwell but if I want to contact them, I have to go through a main switchboard and then they will reply 2 days later”, “Communication is not always easy. I have hearing aids and sometimes have difficulty understanding the carers and sometimes [family member] has a struggle too” and “I think communication could be better.”

We raised this with the registered manager who told us, “I am reminding office staff about the need for respectful, empathetic communication, particularly when people call in distress, and ensuring such calls are logged and followed up so outcomes are fed back.”

People were listened to and involved in the planning and delivery of their care. They had the opportunity to discuss any wishes they may have. There were regular care reviews where people could discuss their needs and any changes necessary.

Complaints were taken seriously and addressed appropriately. People told us they knew how to make a complaint and felt this would be taken seriously. Their comments included, “If I had a complaint, I would phone the office, but I haven’t any complaints” and “The manager is [registered manager’s name] and I would go to [them] with a complaint.”

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

People told us they had access to the care and support they required and were happy with this. The registered manager told us, “We support people to access the community, such as gardening, cafes etc. We support one person to church every Sunday. Also, hospital and doctors’ appointments.”

Relatives stated they felt their family members’ needs were met because the staff cared and monitored them closely.

Care plans were regularly reviewed to identify any changes in a person’s care needs so the appropriate support could be found if needed. This included making referrals to external professionals as needed.

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 told us they were consulted in relation to their cultural and spiritual needs.

The provider had an equality and diversity policy in place and was committed to creating a welcoming and inclusive atmosphere for all people and staff, regardless of sexual orientation, gender identity, or gender expression.

People’s care plans indicated they had been consulted in decision making, including whether they preferred to receive care from a male or female care worker. Their care plans reflected people’s physical, mental, emotional and social needs.

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 and their relatives were involved in the planning and reviewing of their care including their end of life wishes. People had the opportunity to discuss these needs during the initial assessment and reviews if they wished to do this. The registered manager told us, “When we take on a package, we try to discuss plans for end-of-life care. Some people are reluctant, but relatives can help with this.”

Staff received training in end-of-life care. The registered manager stated, “We liaise with local hospices and end of life specialists who are very supportive.”