Chenai Holistic Home Care Agency 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.

At our last assessment we rated this key question inadequate. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

The service was previously in breach of the legal regulation in relation to governance. Improvements were found at this assessment, and the service was no longer in breach of this regulation.

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 described leadership as approachable and supportive and were confident concerns would be listened to and acted upon. The provider promoted equity, equality and human rights through an inclusive and respectful workplace culture, where diversity was valued and staff were supported to observe cultural and religious practices. A staff member told us, “Since last year the whole organisation including management and carers have worked very hard to get services improved.”

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.

Leaders were described as having the appropriate skills, knowledge and experience to lead effectively, providing consistent support and guidance to staff in their roles. A staff member told us, “It is very good the on-call system, I can call for advice and support this is for both early and late shifts,”

Staff also highlighted positive changes driven by leadership, describing improvements in organisation, communication and staff experience. One member of staff said, “. I do feel valued as I get appreciated for my hard work and dedication to my profession.”

A relative said, “They're always asking for quality assurance and asking if the service is up to standard and they do spot checks.”

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

Staff described improvements driven by leadership responsiveness and communication. A staff member told us, “The managers are approachable and friendly; there is always someone to speak with.”

Regular meetings, supervisions, spot checks and appraisals were held to ensure staff felt involved and listened to. A senior staff member said, “I have worked really hard with staff to build positive professional relationships and gain their trust, so staff feel able to confidently report any issues or concerns and feel listened to. Previously, staff said they did not feel listened to and so stopped raising concerns.”

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.

Leaders worked to improve equality and equity for staff by fostering a respectful working environment where differences were recognised and valued. Staff had undertaken equality and diversity training.

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.

The provider used an electronic system to help them monitor quality of care. For example, they could make sure staff had arrived at their care visits on time and stayed for the correct length of time. They conducted spot checks at people’s home to make sure tasks were completed as per people’s support plans and people were satisfied.

The senior team conducted regular audits including care plan audits and medicine audits. The provider was aware of their responsibilities regarding the duty of candour and made statutory notifications to relevant bodies which is their legal responsibility to do so.

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.

Feedback from external stakeholders indicated a reduction in concerns raised by people using the service and their families. Improved communication with the provider was reported, alongside quicker resolution when issues or feedback were shared. Safeguarding concerns continued to be raised appropriately. A professional told us, “We have spoken to staff periodically throughout our involvement and they do come across as caring and knowledgeable about the people they support.”

The provider was very positive about the support they had received from the local authority and said, “We have received a lot of support from the quality improvement team.”

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.

Leaders encouraged reflective practice and used learning from incidents, audits, complaints, feedback and partner engagement to drive service improvement and strengthen quality oversight. A professional said, “The service has improved significantly overall with management structure changes, communication and information shared with staff. The office staff and care staff appear more at ease and have commented that the changes that have taken place have meant that staff feel they can openly report concerns and that the office will ensure these are followed through and dealt with.”