Patience Healthcare (Aapna) 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

Care planning was person-centred. The service ensured staff knew sufficient detail about people’s needs in advance of providing care, and valued the positive impacts of continuity of care. Staff acted proactively when needed. People were supported to access care in ways that met their personal preferences and needs.

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 and their families felt involved in care planning decision-making and their needs were well met. One person said, “They listen to me and change things if I need to change things.”

Staff were able to give detailed instances of how they supported people and respected their individual preferences. Care plans were tailored, tasks clearly set out and staff followed these plans consistently. External health and social care professionals gave positive feedback about how staff prioritised people’s needs and ensured they received care that was personalised to them. When people had particularly complex needs, external professionals confirmed the service had worked responsively with them.

People received care from a service that understand the diverse health and social care needs of their local communities. People experienced some good examples of joined up care, because staff advocated well and ensured external healthcare services were well informed of their needs.

Staff worked well to ensure the provision of care was well coordinated with other services. They had regard to any impacts people’s protected characteristics, such as religion or disability, may have on their ability to access services.

External health and social care professionals had confidence in the ability of the service to meet people’s diverse needs, particularly those for whom English was not a first language, and would benefit from staff with languages such as Punjabi, Urdu and Hindi. This was a strength of the organization but the registered manager and staff supported a range of people with a range of backgrounds and needs.

Records were sufficiently detailed and reviewed regularly by the registered manager and others. Visiting professionals had no concerns about the standards of record keeping – recent quality assurance visits from partners were positive.

People received the information they needed from the service, in the format that worked for them. Information and advice was accurate, up-to-date and was provided in a way that people could understand, and which met their communication needs.

Staff knew how people preferred to be communicated with, whether that was a particular language need, or the manner/tone that people responded to best. Staff also communicated well with external professionals to ensure all those involved with people’s care had an accurate, up to date picture.

Information was available in alternative formats when people needed them. The service produced a welcome leaflet in a range of languages and was responsive to feedback about how to broaden the range of information available to people. The registered manager committed to providing more information in more languages.

People felt any concerns or complaints they raised would be acted upon and they would be kept up to date with any changes or actions. People and relatives felt able to raise any issues and described the office team as responsive and accessible.

The registered manager saw learning from complaints and concerns as an opportunity for improvement and looked for ways to incorporate learning into daily practice.

There were out of hours arrangements in place, regular assessments of people’s care needs, and opportunities to provide feedback to the service on a regular basis.

People told us there were no issues with accessing external healthcare or other services. They knew staff could help them if they needed. One person said, “The carers have phoned for me but usually the family do all of that.”

The registered manager and staff understood people’s needs and the health pathways they may need to take. They were supportive and helped people understand.

There were out of hours processes in place and recent increases in management cover at the service. Policies had regard to equalities legislation and staff received training to ensure they were aware of people’s protected characteristics and equity of access to care issues.

No concerns were raised with regard to people experiencing an equity of experiences and outcomes.

No concerns were raised with regard to people experiencing an equity of experiences and outcomes.

No concerns were raised with regard to people experiencing an equity of experiences and outcomes

People felt staff and leaders helped them to plan their care, alongside their family members.

Staff understood people’s needs and future wishes. The registered manager was responsive to feedback regarding how to improve communications around one person’s care planning.

Systems, policies and processes supported staff to help people plan their future care. Care planning was regularly reviewed.