Chenai Holistic Home Care Agency

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 service met people’s needs. This is the first inspection for this service. This key question has been rated 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 provider made sure people were at the centre of their care and treatment choices. People received care and support from staff, and these were based on care plans that were produced following an assessment of their needs.

People received personalised care that reflected their individual preferences, routines and goals. For example, a person was supported in line with their wish to maintain independence and mobility, including the use of equipment that avoided unnecessary restrictions. Care plans clearly set out their needs in relation to personal care, continence, nutrition, and mobility, and reflected their choices, such as preferred carers and daily routines.

People were supported to make choices about their care, including selecting staff based on their preferences, and who matched their communication style and personality. This helped ensure care was delivered in a way that respected individual preferences and promoted dignity. Staff knew people well and built positive relationships with them and their family. They worked closely together to ensure care remained consistent and responsive. Carers spent time engaging with people, providing companionship alongside their personal care needs. A relative said, “The care is definitely personalised. We have a good rapport with the staff and they know [family member] very well. It works for us and I have no concerns.” The provider reviewed care regularly and adjusted support in response to changes. This showed a personalised and responsive approach to care delivery.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible or supportive of choice and continuity. Care was delivered in a planned and consistent way. The provider aimed to minimise changes in staff, which helped maintain continuity and build trust. Rotas reflected this approach and people received support from familiar carers wherever possible. The service worked with external professionals, including district nurses, GPs and occupational therapists, to ensure people received joined-up care. The registered manager described proactive engagement with professionals to secure equipment and timely support, particularly where people funded their own care. This approach helped ensure people experienced continuity in their care and positive outcomes.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People and their relatives had access to care plans and were kept informed about care delivery. The provider ensured relatives could view and contribute to care records, supporting transparency and involvement. The provider ensured people and relatives received information about their care and support, and staff knew how to explain tasks clearly to help people understand the daily events within the service. Information was available and shared effectively to support safe and informed care. Communication systems, including telephone monitoring and regular contact, meant relatives were updated about any changes or concerns. The provider was able to supply people with information in suitable formats if necessary.

The provider 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. People and relatives were actively involved in care planning and reviews. Regular meetings with family members, ensured their views were captured and acted upon. The provider maintained open communication and encouraged feedback. The service sought feedback through surveys, direct conversations and ongoing contact. People and relatives were confident they could raise concerns. A relative said, “I know the manager and trust she would look into issues and problems. They are very good.” This approach supported a culture where people felt listened to and actively involved in their care.

The provider made sure that people could access the care, support and treatment they needed when they needed it. People were involved in choosing their carers, including preferences around gender and communication style. The provider considered compatibility and introduced carers before care started to ensure a suitable match. The service supported a diverse workforce and had systems in place to recruit staff with the skills needed to meet people’s needs. Training included equality and diversity, helping staff understand how to support people respectfully. The provider considered how to enable fair access to care. They engaged with local networks and aimed to expand access to services across different areas, including London boroughs, to meet demand.

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’s needs were assessed before starting the service to ensure their preferences could be appropriately met.

Care was tailored to people’s health needs, lifestyle and preferences. For example, a person was supported to attend social activities and maintain a good quality of life, alongside receiving personal and clinical support. The provider had a person-centred approach to help reduce inequalities in outcomes. The provider worked with professionals to help ensure people received appropriate equipment and healthcare support. The registered manager understood the diversity of people in the local area and ensured staff took account of people’s religious beliefs, sexuality, and showed respect for their social and cultural backgrounds. They also recognised the importance of promoting equality, diversity, inclusion and human rights. This was particularly important where people funded their own care and may not automatically access local authority services.

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. An end-of-life care policy was in place. People’s relatives were involved in any decisions about people’s future care and support. Care plans were reviewed regularly, and the provider adjusted care packages in response to changing needs. The service maintained strong relationships with relatives, which supported ongoing planning. However, although no person was required end of life care at the time of our inspection, discussions about future care, including end of life care, had yet to be fully explored or documented. The registered manager recognised this as an area for future discussions with people and their relatives and had trained staff to support people when needed. They told us where end of life care becomes appropriate, the service worked with relevant healthcare professionals, including palliative care teams and district nurse teams, to ensure people received "compassionate care that reflects their wishes, needs, and preferences."