Chislehurst Healthcare Ltd

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

People received a service that was well led.

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 provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff told us the culture within the service was inclusive and compassionate, which helped build trust and understanding between staff and people using the service. A member of staff told us, “One of the things that really stands out at Chislehurst Healthcare is the warm, personalised approach to care. The service treats every client as an individual, and that’s reflected in everything from care planning to how we celebrate birthdays or seasonal events. Clients feel valued and so do we as staff, it’s a lovely culture to be part of.” Another member of staff commented, “I feel proud to be part of such a compassionate and well organised team.”

The registered manager demonstrated a clear understanding of their responsibility under the duty of candour. The Duty of Candour is a regulation that all providers must adhere to. Throughout our assessment of the service, management and staff we spoke with acted with openness and transparency.

The registered manager and staff demonstrated a good understanding of equality, diversity, and human rights, prioritising safe, good quality compassionate care. Equality and diversity was actively promoted.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

A person told us, “[Registered manager] is a delight and she brings lots to the local people and the community. The service is excellent and the staff really care for the elderly who live local.”

The registered manager was knowledgeable about their responsibilities regarding the Health and Social Care Act 2014. They were aware of the types of significant events which they were required to notify the CQC. The registered manager was experienced and demonstrated commitment to working closely people and their families, staff and health and social care professionals to ensure high standards of care was maintained. There was an organisational structure in place and staff understood their roles, responsibilities and contributions to the service.

Management support was available for staff when they needed it. The registered manager operated an out of office hours contact number where staff could contact them if they need any advice or support. A staff messaging service was also available for staff to use to ensure good effective communication.

Staff were positive about how the service was run and about the support they received from the registered manager. A staff member told us, “Having worked in the care industry for several years, I can confidently say that Chislehurst Healthcare go above and beyond for their clients, always maintaining dignity, respect, and a truly person-centred approach.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The registered manager and staff told us that everyone worked within a culture of openness, honesty, and transparency. Staff were empowered and supported to help drive service improvements and staff meetings supported this. Staff told us they had full confidence in the registered manager and appropriate actions would be taken to address any concerns. A staff member commented, “If I had any concerns I would report these immediately to my line manager or use the correct whistleblowing procedure if required.”

The service had systems and processes in place to help ensure people knew how to speak up, raise concerns and whistle-blow, without fear of retribution. The service had a whistleblowing policy, which was regularly reviewed and discussed with staff.

A relative told us, “I wouldn’t swap Chislehurst Healthcare for anything. I have got to know all the carers and they are all great with [loved one]. I get on with them all.”

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The registered manager supported staff to feel included and treated them with equity, taking account of their individual needs. Staff told us they felt supported and empowered to develop their skills and knowledge and were offered appropriate training to help with career development.

A member of staff told us, “The training at Chislehurst Healthcare is well organised and relevant to the needs of our role. It helps us stay updated and confident in handling a range of situations, from clinical care to emotional support. It’s also encouraging to know that refresher training is available when needed.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Throughout the assessment, the registered manager demonstrated they had the skills and knowledge to provide a well-led service. They had a clear understanding of their responsibilities and were familiar with guidance for providers on ensuring the regulations were met. A relative commented, “The registered manager has been great, very communicative. She has been great with [loved one] and sorting the care needed. She has a passion for caring as does all the staff. They have helped me with understanding the process of care planning. Overall, I am very pleased with them.”

Audits and checks were in place to oversee good service delivery and ensure people’s safety. Audits covered areas such as, medicines management, care plans and records, complaints, accidents and incidents and safeguarding concerns. The provider had effective processes and systems for storing people's care plans and records and data was stored safely and confidentially. Areas that were identified needing improvement were appropriately actioned and addressed.

The provider used an electronic call monitoring system (ECM) to plan staff rotas and log people’s care visits. Office staff monitored the ECM system in real time to ensure people received their support when required.

People, relatives and staff provided regular feedback about the service to help drive service improvements. The registered manager told us they used online surveys as the main process for people to provide feedback, but they also conduct paper form surveys which they completed every few months. The registered manager told us they were in the process of developing and implementing a professional’s survey as well as an independent staff survey.

There was a proactive and positive culture of safety, openness and honesty within the service. Staff listened and responded appropriately to concerns about safety and events. Lessons were learnt to continually identify and embed good practice.

A staff member told us, “I definitely feel supported. Whether I have a question or need advice, the management team is approachable and quick to respond. There’s a real sense of encouragement. I also value how much the carers support one another, we regularly share useful updates about clients, which helps everyone deliver more consistent care.”

People were supported to make informed choices and risks were assessed and managed safely. There were systems in place to ensure accident and incidents were reported, recorded and investigated and any changes needed to improve the service were made.

A relative told us, “I have had to send out an SOS twice to Chislehurst healthcare, I just couldn’t get [loved one] up and needed assistance. They [care staff] were fantastic, and I sent them a message and they organised and sent a carer to help me.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

There were systems and processes in place to help ensure that lessons were learnt when things went wrong. Any issues or concerns were raised and discussed with staff in team meetings, and at staff supervision sessions. This supported learning and helped drive service improvements.

Staff told us how they contributed to making improvements to the service and said they were encouraged to share ideas and felt listened to. A staff member said, “Team meetings take place on a regular basis. I’ve always felt that my input is welcomed. It’s a supportive atmosphere where staff are encouraged to collaborate and learn from each other.”