Chapel Garth EMI Residential Home

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. At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 67 (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. Assessments were completed prior to moving into the home and care plans were reviewed regularly. Pre-assessment forms were completed when people moved into the home. This gathered appropriate information and assessed care and support prior to care planning documents being completed. Other assessments were in place in more depth such as continence assessment, physical and social assessment and reviews of care. These helped the provider keep care plans current.

The provider did not always plan and deliver people’s care and treatment with them, including what was important and mattered to them. The mealtime experience was poor, with staff standing over people while they were assisting them with their meals, no condiments were available and at breakfast no tablecloths were provided. These issues did not support a conducive atmosphere where people living with dementia recognised the experience as a meal being served.

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. Daily handover meetings took place between members of the management team and staff, to ensure people’s health and well-being issues were discussed and a plan of support put in place to meet people’s needs. All relevant staff could access information they needed to ensure care was delivered appropriately.

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 had access to healthcare professionals as required. The service worked in partnership with many different specialist including dieticians, district nurses, physiotherapists etc.

The provider did not always routinely monitor people’s care and treatment to continuously improve it. They did not always ensure that outcomes were positive and consistent, or that they met both clinical expectations and the expectations of people themselves. Care plans did not always support people to improve outcomes. For example, 1 person had a negative reaction to stimulation but there was no plan to best support the person to meet their outcomes. Another person was anxious, but a detailed analysis of their records to identify triggers and approaches was not available. However, some care plan documentation identified the support people required to communicate effectively, such as staff observing body language.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People had an agreement and consent form in place for people to have access to their personal information such as professionals, health care staff and was signed by the person and/or their representative. We observed staff asking people for permission prior to carrying out tasks.