Cheriton Homecare Limited

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People consistently told us that they were treated with exceptional kindness, compassion and respect. The care people received was delivered in a way that promoted dignity and made people feel valued. People told us that they never felt rushed and that staff took time to listen, explain what they were doing, and involve people in decisions.Feedback from people and their relatives was overwhelmingly positive. One person said, “They are absolutely fantastic, way different to other agencies that we have dealt with.” A relative told us, “[Person] talks very highly of the carers, they have the same ones and staff know them very well. I have always had the sense that they are very competent and exceptionally caring, I cannot fault them.”

Staff demonstrated genuine compassion and pride in their work. One told us, “I am so proud to work at Cheriton Homecare. There is genuine care, kindness and family spirit that runs through everything we do. Our team always go the extra mile for our clients and carers, whether that’s celebrating birthdays, marking seasonal events, or simply taking the time to make someone feel seen and valued. These things may seem small but it’s about meaningful gesture make a huge difference to people’s day.”

Staff went above the daily tasks that were required and supported people by tailoring care in line with people’s preferences, offering reassurance and companionship which led to people feeling safe and valued. This did not just apply to the person receiving the care either. One relative told us, “[Staff] care about the whole family. My [relative] is much more independent but if there’s anything they need, nothing is too much trouble. Keeping [relative] well really helps in keeping [person] at home.” During the inspection, the registered manager took a call from a representative of a person receiving care and they discussed supporting them all to attend a funeral. The culture of kindness and dignity is embedded throughout the service, creating an environment where people thrive.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People received uniquely tailored care which reflected their preferences, wishes and individuality. Care plans were thorough and highly person-centred, detailing people’s routines, likes, dislikes and matters which were important to them. The whole team worked tirelessly to get to know a person, to enable the care package to be bespoke to meet their needs. This included numerous visits to the person before they started receiving care to ensure the package was exclusive to them. For example, one person spoke a very specific dialect, and recruitment was undertaken to find a staff member who did not just speak the language of the country but specifically spoke that dialect. The registered manager was innovative in their approach to recruiting this person to robustly meet the person’s specific needs.

People and their relatives told us they were actively involved in shaping their care plan which was coproduced capturing the character unique to them. Care plans were live documents which were dynamically updated to ensure they remained relevant to people’s adapting needs and preferences. For example, one person had a love for travel but due to their declining health could no longer fly. The registered manager sourced a holiday from a nearby destination which did not require travel by air. They then worked innovatively with a company to transport all of the person’s equipment to the destination which arrived and was set up before they got there. This enabled the person to enjoy a holiday which had a significant positive impact on their well-being.

Staff encouraged people to take positive risks. One person expressed a wish to dip their toes in the sea, something they had not been able to do for many years. Staff worked with this person creatively to ensure they could safely access the water. One relative told us, “For me, it’s not just about safety and paperwork. It’s about allowing [Person] to live their best possible life and that’s exactly what all of the staff do. They genuinely go above and beyond, thinking of things I could never do, to get [Person] out of the house and involved in matters which are important. This means the world to me.”

Staff knew people exceptionally well and committed to make meaningful changes in people’s lives to make a significant impact. For example, one person needed additional support due to their dementia advancing. It became apparent that the person could still recognise certain colours, so adaptions were made to the property to enable this person to remain as independent as possible. This was funded by the agency. There was a strong emphasis at the service of individuality being celebrated.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People’s care plans provided staff with clear guidance to encourage each person to do as much as they possibly could themselves. Staff told us that they would always encourage as much independence as they could. One staff member said, “I wouldn’t like it if someone started doing everything for me without asking, so that’s why I get to know what people can do and encourage them to continue doing it.” People told us they had full choice and control over their care, and staff would always support them in ways that they wanted.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff were responsive and promptly acted upon any changes to people’s needs. They recognised signs of deterioration and took action to ensure the person felt safe and always supported. For example, when a person’s skin integrity started to worsen, medical advice was sought. People told us that staff supported them in a flexible way which was in line with their needs at the time. One relative told us their loved one’s needs were variable, and staff adapted to these appropriately.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Staff consistently reported feeling valued, supported and empowered in their roles. There was a strong culture of openness and collaboration, and staff told us the registered manager was approachable and genuinely caring. Staff well-being was paramount to the registered manager. They told us, “Every person in the team matters, whether they work in the office or deliver care in people’s homes. If they are not well or treated with respect, how can I expect them to deliver the level of care we strive for.” A number of initiatives were available for staff to promote their well-being, including significant appreciation gestures such as trips abroad or days out in London.

There was a culture of empowerment for staff, to share their vision and drive continuous improvements to enhance people’s quality of care. Their ideas were heard and they told us that they felt valued and listened to. Staff reported that they felt part of a strong team, with many of them describing it as a second family. The sense of everyone at Cheriton really looking after each other was evident throughout the inspection. One staff member told us, “The time, effort and love we put into our clients, their families and each other, genuinely amazes me. Cheriton is not a 9–5 office job, we are there 24/7. We support, we care and we go above and beyond. We truly are one big family, and I am incredibly proud to be part of it.”

Staff also told us that they felt significantly supported by a registered manager who worked alongside them to get the best from them. One staff member said, “Supervision is held where is convenient for me, I’m not forced into the office if not appropriate. [Registered manager] and the office staff are always here for me at the end of the phone. They are really supportive and always go the extra mile for staff.” Another said, “[Registered manager] is loyal and I know they have my back.”

Staff told us that morale was brilliant at the service. There was a high retention of staff meaning people were supported by a consistent, knowledgeable and experienced staff team but also that the staff themselves had a strong working relationship with each other. There were opportunities for continuing professional development by progressing at the service. One staff member told us, “They gave me a chance that I don’t think I would have got anywhere else. I’ll forever be grateful for that.”

There was a strong commitment to equality, diversity, and inclusion. Policies had been developed to uphold these values and ensure the whole staff team were responsive to diverse needs. One member of staff told us, “I would say we all do an amazing job. I have my own health needs and if I am having a bad day they understand and can cover shifts if I feel I am unable to work. Other colleagues have been supportive as well and I have not had one bad thing said to me.”