Chapel And District Bespoke Care Limited

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.

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’s outcomes were consistently good, and people’s feedback confirmed this.
 

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People’s healthcare needs were documented in their care plans.

People and relatives felt involved in their care and support and told us they had an initial assessment prior to using the service. One relative said, “I was involved in the assessment, and we now have a paper copy at the house.” Another confirmed, “Yes, I look at the care plan and it’s up to date and they have been out to review it recently, it has all the information in.”

A staff member confirmed, “I have managed to read a few of the care plans that are in the folders which are accessible to us, there is an overview on the app we use which informs us of what we need to know to complete the call to the standard the service user requires and wants.”
 

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

People’s specific needs were detailed in their care plans, including guidance on how these were to be met. For example, where relevant to them, people had detailed care plan sections in relation to any food and nutrition support required from staff during their care visits.

A person told us, “They arrive on time and stay for the time they should. If they’re running late, the office will let me know. They have the right training to be able to provide my care.” Another shared, “I feel confident that if we needed more care, the agency could sort it out. I think I may be one of their most complex clients [in relation to moving and handling] – They do it well.”
 

The provider worked well across teams and services to support people. They shared their assessment of people’s needs when people moved between different services.

People were supported by managers and staff who worked well together to communicate changes to people’s care packages. We saw confirmation of this with other external health and social care professionals and how staff were updated to inform of this. One professional shared, “There is excellent communication between this care team, the GP practice and the community health services.”

The registered manager had systems in place to make sure information was shared in a timely manner by everyone involved in people’s care. Care notes were quality checked by the registered manager and senior care staff. However, improvements were needed to ensure there was consistency across all documentation to ensure a joined-up approach to delivering safe and effective care to people in line with their individually assessed needs and preferences.
 

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People were encouraged and supported to make decisions about their own care needs by staff who understood their care needs and preferences. Staff encouraged and supported people to make healthier choices to help promote and maintain their health and wellbeing but were also mindful that the person had the final say on decisions relating to their care. Staff regularly monitored people’s health and supported people to access external primary healthcare support from GP’s or community nursing when needed. Professionals told us, “The team are knowledgeable of each individual client and identify changes and concerns as they occur.” And “The team escalate concerns appropriately and in a timely manner. Safety of client and staff is a priority.”
 

The provider routinely monitored people’s care and treatment 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.

Care plans were written in a way that managed people’s expectations and promoted better outcomes. One person who experienced memory problems, needed to be encouraged to receive a well-balanced diet and adequate fluids to promote their general wellbeing and good health. They previously had a desire to remain physically healthy, and their relatives were worried that independently they were not making good choices. Staff ensured the person was encouraged with their diet, received regular balanced meals, and supported to be drinking sufficient fluids throughout the day, ensuring this information was recorded.
 

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

Staff encouraged people to make decisions about aspects of their daily routines, and staff ensured they always obtained consent from the person before supporting them with personal care. We saw people had consent documents in place when required to consent to specific decisions about their care. Where people were unable to meaningfully consent, considerations, discussions and appropriate best interest decisions were made and recorded in their care plans.