Coghlan Care 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. This is the first assessment for this service. 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 needs had been assessed, and considered their physical, mental health, sensory, social and communication needs. The assessment informed the plan of care.

People and their family members had been involved to ensure their wishes and preferences were fully considered in these discussions. Regular reviews of care plans were carried out to ensure they remained accurate and reflective of people’s current needs. A person told us, “Yes, we were involved in talking about what we wanted and needed.” A family member said, “We had an assessment with [name of registered manager] on the first day we met. We met face to face, and I explained what we needed to support my [relative] in their own home. We agreed on duties and how we could achieve them.A written care plan was put in place.”

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.

The provider’s policies reflected national legislation, evidence-based good practice guidance and required standards. These were reviewed and kept up to date. The registered manager kept themselves up to date by linking in with other registered managers groups, upskilling themselves on topics such as risk assessments and refreshing their train the trainer certificate. Staff received recognised training to undertake their roles and responsibilities.

Care plans included person-centred information about people’s nutrition and hydration needs, including risks or related health conditions and ensuring ongoing monitoring if needed. Staff documented in their daily notes, the meals and drinks given after each visit which ensured people’s wishes and preferences were followed. Family members could access the notes to reassure themselves that their relatives were receiving the agreed support. A family member said, “The staff are making sure [relative] is eating meals they like and not just snacks, including fruit.”

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.

The service completed an initial assessment with people and family members to understand their wishes, needs and desired outcomes. This was shared with staff in a clear and transparent way, so staff knew how best to support people.

The registered manager and staff understood the process of working with other services and the role they played in supporting people should they need professional support such as the GP, district nursing or occupational therapy input. The registered manager gave us an example of this. “We were liaising with the nurses by monitoring the person and feeding back of any changes to their observations so we could act quickly.”

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’s day-to-day health and wellbeing needs were met, and they experienced positive outcomes related to these needs. Staff effectively empowered and supported people to be as involved in or manage their own needs as much as possible including regular reviews of their care and support needs. The service identified risks to people’s health and wellbeing and supported them to remain as active and mobile as possible.

The provider had systems in place to make referrals to health care professionals for additional support for people as and when required. The registered manager gave us examples of their liaison with health professionals to support people with their independence. “One person we cared for, was finding it difficult to go upstairs as they only had one toilet and had mobility issues. We referred them to the district nurses, and they arranged a commode for them and got the occupational therapist involved for more equipment around the house like grab handles.”

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.

People and their family members expressed satisfaction with the care provided and felt staff monitored their needs effectively. A family member said, “My [relative’s] main need currently is to have their medicines administered and to have regular company who will also check up on their needs, mood and report any concerns so I always know what’s going on.”

Care records confirmed documentation was detailed and person-centred. Robust processes were in place to ensure people’s needs were regularly monitored and reviewed. The registered manager routinely evaluated systems and processes within the service to identify opportunities for improvement. Staff felt they ensured good outcomes for people and gave examples of where they had helped people to maintain their independence.

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

The registered manager and staff demonstrated a clear understanding of the principles of consent, and this was appropriately documented within people’s care records. People’s consent was actively sought when providing care and support. People and their family members were given appropriate information relating to decisions about the care received.

Assessments on people’s ability to make their own decisions and choices were undertaken and these were recorded, so staff would know how to uphold their rights and maintain their independence.