Chislehurst Healthcare Ltd

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

People using the service were receiving effective care and treatment.

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 assessed people’s needs and choices. They met with people and their relatives and obtained feedback from other professionals to make sure they had a good understanding of each person’s needs.

Relatives told us they were fully involved in the assessment process and in developing their loved one’s care plan. They told us that their care and support was regularly reviewed and care plans were updated if changes were required. A relative said, “[Registered manager] has been great, very communicative. She has been great with [loved one] and sorting the care they need. She has a passion for caring as does [care staff]. They have helped me with understanding the process of care planning.” Another relative told us, “[Registered manager] is very dutiful, she came round with the carer, did an initial assessment and it was very reassuring for [loved one]. It's [loved ones] first experience with having carers.”

Assessments were used to create care plans which outlined people’s care and support needs, and the tasks staff were required to perform. Assessments and care plans covered aspects of people’s health and social care needs. These included mental and physical health, as well as individual and diverse needs and any preferred methods of communication. Care plans were regularly reviewed and updated to ensure they reflected people’s need and risks.

A staff member told us, “We provide people led care, taking the time to really get to know each of our clients to ensure their care is personal to their needs.”

There was a proactive and positive culture of safety, openness and honesty within the service. Staff listened and responded appropriately to concerns about safety and events. Lessons were learnt to continually identify and embed good practice.

A staff member told us, “I definitely feel supported. Whether I have a question or need advice, the management team is approachable and quick to respond. There’s a real sense of encouragement. I also value how much the carers support one another, we regularly share useful updates about clients, which helps everyone deliver more consistent care.”

People were supported to make informed choices and risks were assessed and managed safely. There were systems in place to ensure accident and incidents were reported, recorded and investigated and any changes needed to improve the service were made.

A relative told us, “I have had to send out an SOS twice to Chislehurst healthcare, I just couldn’t get [loved one] up and needed assistance. They [care staff] were fantastic, and I sent them a message and they organised and sent a carer to help me.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff communicated effectively with each other, as well as other health and social care services, to promote continuity and make sure any changes in people’s health and well-being were identified quickly and responded to.

A member of staff told us, “Team meetings are held routinely and offer a space where we can raise any concerns, receive updates, and share feedback. It’s a collaborative environment where I feel heard and valued. Communication across the team is strong, and we are kept well-informed about client updates and organisational developments.” Another staff member commented, “Although we’re mostly out in the community and don’t always meet face to face, we stay connected through group chats and regular updates. This helps us stay on the same page and gives us a chance to share ideas and good practice.”

The provider supported people to stay healthy. They had assessed and recorded information about people’s healthcare conditions, signs of deterioration staff should be mindful of, and any interventions people needed from the staff.

Staff monitored people’s conditions and reported concerns to the registered manager, people’s relatives and healthcare professionals when required. The registered manager told us staff had instant access to the online care planning system and also to a staff messaging group where important information could be shared between staff to ensure people received timely care.

People’s relatives told us they trusted staff to make sure their loved one’s stayed healthy and well. A relative commented, “I can get in touch with the office easily. I spoke to [registered manager] yesterday as I am due to have an operation, we have put extra carers on as I will be out of action and won’t be able to help [loved one]. [Registered manager] checks in regularly.”

The provider monitored people’s care and support on a regular basis to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Relatives told us they were regularly asked for their feedback on the service and could always talk to someone in the office at any time. Relatives said they felt able and confident to speak up if they had any concerns or issues.

The registered manager conducted staff spot checks within the community on a regular basis. These ensured the care and support people received was safe and delivered to a good standard. Staff shared information on a regular basis through hub meetings held in the office. This ensured staff had up to date information about people’s needs and risks and how best staff can support them.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

We checked whether the service was working within the principles of the Mental Capacity Act 2005 (MCA). People were consulted and supported to make choices and decisions for themselves. Staff promoted people's rights and worked within the principles of the MCA. Staff demonstrated a good understanding of the MCA and had completed training in this area.

A staff member told us, “I always assume someone has capacity unless it’s clear they don’t. In practice, this means offering clear information, taking time to explain choices, and using tools like hearing aids or visual prompts when needed. When someone is unable to make a decision, I follow the Act’s principles by working in their best interests, taking into account their values and past wishes.”