Helping Hands Accrington

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

Staff delivered person centred care and they understood the health and care needs of people and the local community. The service provided clear information to people and sought feedback about the care from people and their relatives. The service was not caring for anyone that was at the end of their lives but staff could access training if required.

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.

People told us that their care met their needs safely and effectively. We looked at people's care plans and daily care notes and found that descriptions were written in a person centred, caring and considerate way.

Staff told us they felt strongly about making sure the care they gave was person centred and reflected what was important to the individual. Managers said staff were encouraged to make sure they took account of individual preferences, wants and desires.

People did not have a lot of feedback in this area although they commented they were happy with their care and felt it was flexible, meeting their needs well.

Managers said that support was flexible and tailored, and where appropriate support levels could be increased or reduced. Staff rotas were managed so that care was consistent and continuous, but also changes could be made when needed.

Partners had positive feedback about the service and said that the service worked well with wider agencies.

The service's processes made sure that managers and staff understood the diverse health and care needs of people and the local community. Care was joined-up, flexible and supported choice and continuity.

People said they received information about the service on a regular basis and knew how to ask further questions if they needed to. People could access their care plans and information about them.

Managers told us that information was provided to people in a variety of ways. The service attended functions and days for local businesses and could share information about what they could help people with in accessible ways.

Processes supported the provision of accessible, clear and concise information. The service could adapt information to meet diverse needs of people, such as large text and the use of advocates. Bulletins and newsletters were available for people, relatives and staff.

People said they felt listened to by staff. Relatives commented that at first they were nervous about commencing care provision, however felt that managers and staff listened to their concerns and put them at ease. They were confident that issues and concerns would be dealt with in a timely manner.

Managers and staff conducted regular reviews to find out people's and their relatives views of the service. This was used to help develop the care provision.

There was a compliments and complaints process and concerns were dealt with effectively. People and relatives were invited to complete questionnaires to ascertain their feedback, and the manager conducted regular service reviews.

People did not have any feedback in this area however the service aimed to meet the needs of the local community in an equitable way.

We found that people could access support that was right to them, at the time they needed it. Staff were committed to being flexible and adaptable to meet people's needs.

Partners did not have any concerns in this area.

Processes supported equity in access. Information about care provision could be provided in accessible ways, such as via the customer magazine.

People did not have any feedback in this area however the service aimed to meet people's needs in an equitable way.

Managers and staff aimed to meet the needs of hard to reach people, and engaged in learning and development to help them to do so. Staff completed observation forms which were considered by managers to make sure people's wider health needs were monitored and provided for. The manager shared an example where managers liaised with occupational therapists when they noted improvements could be made to a person's moving and handling equipment, and environment to improve their experience.

Processes aimed to make sure the service was tailored to reduce barriers to care. For example, support plans were updated to consider communication barriers, and how best to communicate with people effectively.

We did not receive any feedback in this area and the service was not supporting anyone that was at the end of their life. Staff completed relevant training, and needs would be considered compassionately if someone required care at the end of their lives.

Staff completed end of life training, and further more specific training could be delivered. End of life care was considered in people's care plans.

There were appropriate end of life policies and processes in place, however the service was not supporting anyone who was at the end of their life.