Chenai Holistic Home Care Agency

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. This is the first inspection for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 that supported people to receive safe and compassionate care. Leaders promoted a consistent set of expectations and values, and people and relatives generally experienced the service as reliable and supportive. Leaders promoted a positive and supportive culture where staff understood the provider’s core values of care, compassion, dignity, respect, honesty, teamwork and excellence. These values were embedded in practice and reflected in how staff engaged with people and their relatives. Staff told us they felt part of a team and understood the direction of the service. Systems such as team structures, regular meetings and communication channels supported engagement. Staff were recognised through initiatives such as “staff of the month” awards and feedback systems, which helped maintain morale and motivation.

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.

The registered manager had oversight of 2 branches and was supported by a management structure, including a Head of Operations, whom we also met, care coordinators and senior carers. There were clear arrangements for leadership support, with regular communication between managers and teams to ensure oversight of service delivery. The registered manager told us they were mindful of maintaining effective oversight without placing unsustainable pressure on themselves or others. Leaders maintained an open-door policy and encouraged staff to seek guidance when needed

Recruitment and training processes supported staff to develop in their roles. New staff completed classroom-based training and shadow shifts to build competence and confidence before working independently. The provider also supported apprenticeships and ongoing development opportunities, which helped promote an inclusive and skilled workforce.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt able to speak up and raise concerns with managers. The provider had systems in place to gather feedback, including team meetings, surveys, suggestion boxes and confidential reporting processes. These systems supported staff to share their views and contribute to service improvement.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Staff received training in equality and diversity as part of their induction and ongoing learning. The provider also demonstrated an awareness of cultural needs within the community and described their service as operating in a multicultural environment. Staff felt included by the service and were treated fairly. They told us they also worked well with the wider team. Recruitment and disciplinary processes were in place and ensured there was no disadvantage based on staff's specific protected equality characteristics. The provider had processes to ensure an inclusive workplace where staff were treated and supported as individuals.

The provider had clear systems of governance and oversight to monitor the quality and safety of the service. There were a range of audits and monitoring processes in place, including monthly audits of call logs, incidents, training and performance data. Electronic systems were used to record care delivery and monitor staff performance. The provider also carried out spot checks, including unannounced visits, to assess staff practice and ensure standards were maintained.

The registered manager, who was also the director, was supported by senior staff such as the head of operations and care coordinator, who helped monitor the service. Staff were encouraged to develop and make improvements in their work where necessary. The registered manager carried out regular spot checks, oversight and contact with people receiving care. The governance processes promoted sustainability and accountability. Audits of care logs and training were completed to check that staff were completing them accurately.

Performance data was used to identify trends and drive improvements. For example, the provider monitored staff punctuality, analysed issues such as traffic disruptions and communicated with staff, people and relatives to manage expectations. They also maintained incident and accident records, although no incidents or safeguarding concerns had been reported.

Systems were in place to ensure oversight of staff, including supervision, competency checks and compliance monitoring. The provider also maintained clear procedures for notifications and regulatory requirements. While governance systems were effective, the registered manager acknowledged the challenges of overseeing multiple locations and described plans to recruit additional registered managers to ensure sustainable leadership capacity.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

They maintained regular communication with healthcare professionals, including district nurses, GPs and occupational therapists, to ensure people received coordinated care. For example, they liaised with professionals to support a person’s mobility needs and equipment requirements. The provider also engaged with local authorities and external organisations. They community events, seminars and safeguarding forums to stay informed and share knowledge. Although their involvement with some local authorities varied, they demonstrated a willingness to develop these relationships further.

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. Staff were supported to learn and develop through structured training programmes, including the care certificate, mandatory training and shadowing. Staff were encouraged to learn from mistakes and develop their skills over time. The registered manager told us they had reviewed their systems and processes over the past 12 months to help develop and improve the service.