Chapel And District Bespoke Care 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.

This is the first inspection for Chapel and District Bespoke Care Ltd since they registered with CQC. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People told us the staff were compassionate, kind and treated them with dignity and respect. For example, a person told us, “They never seem rushed – they always stay until everything is done and ready. The staff are lovely people and chat with [person].” And another said, “The carers are really nice local people, and very amenable.”

Staff confirmed they provided care in accordance with people’s preferences and requirements with one sharing, “I feel we go above and beyond, going that extra mile has always been at the heart of Chapel District Bespoke Care.”
 

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

People’s individual needs were understood and detailed in their care plans. People ‘s care plans included information about their life history and what mattered to them, such as previous work history and hobbies or interests. Staff told us they understood the importance of treating people as individuals. Care plans included any relevant social or religious needs, which might be important for care staff to understand when providing care and support.

People’s care plans were available to staff to refer to for guidance on how to support them. A staff member told us, “I have received training to be able to carry out my role safely and effectively, and I can access people’s care plans and guidance or speak to the office or on call for additional support when required.”
 

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

People were supported to maintain relationships which were important to them. Care plans included information about how people preferred to be supported. People were supported by staff to maintain as much independence, choice and control over their lives as possible. People and relatives told us they and their family members were asked for consent before delivering care and support.
 

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 knew people well and could recognise when a person was starting to experience a decline in their health or wellbeing. Staff were alert to people’s needs and took the time to observe, communicate and engage people in discussions. Emergency contacts were included in people’s care plans with additional details captured. For example, whether staff were instructed to speak with the GP on their behalf about any health or wellbeing concerns.

Professionals we spoke with told us the provider liaised with them and made changes to people’s care and support to ensure their current needs were met. One shared, “On the occasions we are in attendance with a shared client, they keep the client at the centre of care and ask consent to discuss specific issues or needs.” And “The team work closely with client and their loved ones to identify individual needs and negotiate plans of care and updates of care are clear to see on site, keeping individualised at point of care.”

The registered manager and senior carers were quick to respond to any concerns and staff confirmed they were able to provide additional support at times of crisis when contacted.
 

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to deliver person-centred care.

We obtained feedback from staff about their experience of working for the provider. Some feedback was quite positive about the support they received from the senior staff in the office. For example, a staff member told us, “I find good response when I contact the office.” Another staff member told us, “I have been working as a carer [for several years] with this company. I personally feel the managers are very helpful.” However, we did receive some mixed feedback where some staff did not feel valued or supported and anonymised elements of this were shared in feedback to the provider.

We saw evidence of supervision discussions and team meetings which addressed feedback and engagement. Staff also had access to a staff handbook which contained information about expectations from the provider, policies and procedures. The provider also recognised and rewarded staff contributions through incentives, bonus schemes and the celebration of achievements.