Coghlan Care Ltd

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs. This is the first assessment for this service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

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 were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Care plans were person centred and demonstrated people were at the heart of the assessment. They included people’s routines and how they liked to be supported. Care plans includedpeople’s backgrounds with a pen picture about them and detailed information on support required such as with personal care, medicines, mobility and meals and drinks.

We saw evidence in the daily records that staff followed and understood people's care needs. These were written in a person-centred way and included conversations and details of the person’s wellbeing on each visit.

Staff told us they knew how people liked to be supported and gave us examples of people’s preferences. Staff told us that care plans were clear, easy to read and understand, and it helped them to provide good care. Staff felt the registered manager would act on any concerns they had regarding people’s needs and wellbeing.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People had a positive relationship with staff who supported them. There was consistency of staff who knew people well. The monitoring of calls showed good punctuality and continuity of care.

The provider liaised with family members where there were any issues or concerns so that action could be taken. Communication and information sharing with family members was joined up and positive. A family member said, “Communication is excellent.I feel I know [registered manager] very well. All the notes are on the App that I can access and tells me which care worker has been, how [relative’s] mood is, things they chat about or do together and if there are any concerns and how they have dealt with a situation.”

Staff completed daily notes when care was delivered to ensure people received continuity of care. Staff would know what tasks had been completed on the previous visits and any information shared as to changes needed.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People were given information in a way which met their communication needs. The provider met the Accessible Information Standard whereby they could provide information in alternate formats, when needed. People’s communication needs and preferences were recorded within their care plans.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People and family members were able to share their views of the care provided through reviews and surveys. The most recent survey in November 2025 showed Coghlan Care Ltd was delivering a high standard of care. People felt safe, respected and satisfied with the quality of care.

There were systems to manage concerns and complaints. A complaints policy was in place that detailed the process of managing complaints. Any concerns expressed by people and their family members were dealt with quickly. A family member told us, “Very professional and always friendly. If I had any issues, I would have no trouble saying and [name of registered manager] knows that.” Another family member said, “I regularly text [name of registered manager] to tell her about medicine changes or any concerns. They always respond very quickly with assurance and confirmation of receipt. I have never had to complain.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

The registered manager was aware of how discrimination and inequality could disadvantage different groups of people in accessing their service whether this is from wider society, within organisational processes and culture or from individuals. They told us, “Being aware of the different human rights principles enables the staff to treat everyone equally and provide a high standard of care. We all refresh our knowledge on the principles and periodically discuss them in the staff meetings”.

The provision of care for people was offered in a timely manner and in a way which worked for them and their families. Processes were in place for when visits to people were unexpectedly delayed and audits showed no missed calls had been recorded.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People’s equality characteristics such as their age, gender, ethnicity, religion and disability were mostly recorded in their care plans. The registered manager was in the process of updating people’s sexual orientation to ensure accurate information was on record. The cultural and spiritual needs of people were considered when providing a service. Staff were matched to people so their care and support could be tailored to them and their personalities, backgrounds or culture. Staff had received training in equality and diversity as part of their induction. A comment from a recent survey said, “My staff are friendly yet professional and treat me as an individual and not as a patient with a condition.”

The registered manager gave us an example of how they had tailored a person’s care to achieve good outcomes. They told us, “[Person’s name] did not recognise certain family members but recognised me. As they had dementia, they were constantly looking for their [relative] who had died. The consistency of care calls reassured them, and we were able to look out for their emotional and mental health needs.”

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The registered manager had discussions with people during the assessment process about any end of life wishes or arrangements they had made. Where these were in place, they were written in a respectful way within the care plan.

At the time of our assessment, no one using the service was in receipt of palliative or end of life care. Whilst the registered manager had experience of working with people at the end of their life, in depth training for staff had been identified as needed. Plans were in place to liaise with the local hospices to support their knowledge and training.