Sambhana Care Ltd

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 Inadequate. At this assessment the rating has changed to 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 registered manager 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.
Staff ensured people were at the centre of decisions about their care and support. They worked in partnership with people and, where appropriate, their families to review care plans and respond to changes in their needs.
Since the last inspection, care plans had improved significantly. They were now highly personalised, detailed and written in a dignified and respectful way. Plans clearly described people’s preferences, routines, cultural considerations and health needs, supporting staff to provide care that aligned with what people wanted and valued.
 

The registered manager understood the diverse needs of the local community and ensured care was joined up and flexible.
The service primarily supported a community of Indian heritage, and cultural awareness had become a core part of the service’s approach.
The registered manager was supported by a supervisor who shared this cultural background. Together, they helped staff understand traditional practices, communication styles and expectations around food, family involvement, and daily routines. This helped ensure care was both culturally appropriate and inclusive. People told us they have consistency with who visited them and provided care and support. One person told us “We now get regular carers, so the stability is there now over the last year.”

The registered manager supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.
People received information in formats that suited their needs. The registered manager ensured policies, procedures and individual care records could be translated into people’s preferred languages on request. This supported people’s understanding of their care and their ability to make informed decisions.
Information about the service, such as how to raise concerns, what to expect from care and who to contact in an emergency, was provided clearly and accurately.

The registered manager 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 registered manager had made it easier for people to share their views. People were asked for feedback during regular reviews, informal check-in calls and through surveys. Complaints and concerns were logged, investigated and used to identify further improvements.
People told us they felt listened to and that office staff kept them informed about any changes to their care arrangements. Staff described involving people in daily decisions and adjusting support when people expressed new preferences or needs.

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

Staff ensured people could access the support they needed when required. The service aimed to be flexible, offering adjustments such as altering call times, adding extra visits, or cancelling calls at short notice when people requested this. People told us they appreciated this flexibility, especially when their health needs or family circumstances changed. One relative told us, “On occasions that someone can’t make it, then the replacement is always someone (my loved one) is familiar with.”

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.
Staff and leaders listened closely to the experiences of those who may be at greater risk of unequal outcomes. For example, feedback from people with language barriers or specific cultural needs had led to improvements in communication, food preparation guidance and staff training.
A relative told us that they feel safe with the staff are supporting their loved one, “I feel good that they can communicate with the carers in (their native language).”
The service demonstrated a commitment to reducing inequality by adapting care practices and ensuring people’s voices were heard and acted upon.

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 supported to plan for future life changes, including health decline and end-of-life care, at a pace that felt right for them. Where people did not wish to discuss these topics during their assessment, this was respected and clearly recorded, with plans to revisit the conversation when appropriate.
Staff had previously supported people receiving palliative care and had received relevant training. This meant the service was prepared to provide compassionate and sensitive support should end-of-life needs arise.