Zara Healthcare

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 provider met people’s needs. This was our first assessment of Zara health care and we rated it 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 always made sure people were at the centre of their care and treatment choices, and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

We reviewed multiple care plans including the care plan for the person receiving supported living. We found the documents were clearly written and provided a good overview of the person’s needs, health conditions, preferences and communication style. This helped ensure that anyone supporting the person could quickly understand how best to engage with them and support them. This supported caring care because the person’s individuality and preferences were clearly described.

Care plans were regularly reviewed in line with the persons needs and people were partners in care with their feedback being listened too and valued.A staff member said about care-plans:“ My annual training reinforces the principles of dignity, respect, equality, communication, and individualised care.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible, and supported choice and continuity.

The skills mix and the knowledge of the team helped ensure a well-planned and organised workforce who in turn were skilled at meeting people’s needs which were complex. This was reinforced by health care professional who said the assessments and care were well supported. The daily notes clearly showed staff providing proactive,sensitive care.

The provider supplied appropriate,accurate, and up-to-date information in formats that were tailored to individual needs.

Everyone spoken with were aware there was a care plans in place and staff had access to the information they needed and when this information needed amending, they were able to escalate this, so it was quickly resolved. Management did spot checks, reviews and delivered hands on care so were familiar with people’s needs, as well as the needs and strengths of the staff,so they could match them with people to ensure they had the necessary skills.

Information was shared on a need-to-know basis and consideration was given to security and confidentiality.

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 received a copy of the service user guide which included the complaints policy and everyone we spoke with said they’d feel confident if they needed to make a complaint. Information could be provided in a different format if required. There were systems and processes in place to monitor the care people received both directly through observational spot checks and remotely through requesting feedback such as questionnaires which helped people influence the service they received.

Staff had regular supervisions and team meetings and felt well informed and felt like partners in care.

The provider made sure that people could access the care,support and treatment they needed when they needed it.

Access to services were made easier by providing clear, legible assessments, a service user guide and details of what could and could not be provided and actions to take should the person not be satisfied.Care plans focused on people’s needs and care and support was planned around people using the service not staff led needs. Consideration was given to staff’s situation, and employment was flexible and in line with any home office conditions.

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.

Staff showed a good understanding of people’ s needs, rights and expectations. They felt empowered to speak out and understood what constituted poor practice. They felt at ease to speak to their manager or team leader but did say if concerns were about the leadership team they felt able to raise with other professional bodies.

Effective communication tools, quality assurance systems and audits helped promote fairness and equality and ensure the safe provision of care and access to services when needed.Through the empowerment and development of staff they were able to advocate and defend the rights,needs and best interests of the people they were supporting.

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.

Staff were holistic in their approach to support and help people manage and maintain their daily living skills and health.The person receiving supported living had planned and occasionally unplanned hospital admissions which were supported by staff to ensure their needs were met and their wishes known which were clearly documented.