The Chase Care Home

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 assessment for this newly registered service. This key question has been rated Outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 95 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

Staff were knowledgeable and skilled in providing meaningful care and support. People were supported to spend their time in ways that mattered to them, and when assistance was needed, staff responded quickly, compassionately and in a dignified manner. For example, we observed staff promptly supporting someone to maintain their dignity, doing so with complete sensitivity and respect. Staff took time to understand what was important to people and supported them to do what they wanted to do, in that moment, and in a safe way.

People told us staff consistently knocked on doors before entering and took steps to protect their dignity when providing care. One person told us, “I feel very comfortable with the staff, especially if I need help with personal things. [Staff] always make sure the door is closed and the curtains as well. They knock on your door before they come in as well which I like. [Staff] treat me like an adult; they don’t talk down to me.” Another person told us staff were really kind to them and provided comfort when it was needed during times of difficulty.

Where people experienced memory loss, they were supported and encouraged to continue with familiar daily activities, such as cleaning, but only if this was their choice. Staff enabled people to do this safely and positively, without pressure or risk, promoting independence, dignity and a sense of purpose. We observed all staff acknowledged and engaged with people using their preferred names. Communication was warm, positive and often joyful, and people responded warmly in return.

People told us staff were kind and caring. For example, 1 person said, “The carers are very good. They are kind to me, and they always ask how I am and if I need anything.” Another person said, “I feel I am looked after very well. The staff can’t do enough for you. They help me [with daily care needs]. They are very kind.”

We found a kind, caring and welcoming atmosphere was present throughout the service.

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

The provider and staff were fully committed to treating people as individuals and supporting them to continue hobbies and interests that were important to them. Furthermore, staff were passionate to introduce people to new experiences and activities. Care was clearly centred on people’s life stories, passions and aspirations.

People were actively supported to continue lifelong interests. For example, staff arranged for a drum kit to be available in the home for a person who had a passion for playing the drums. A piano was also available and was regularly used by a person who enjoyed playing it. This not only enhanced their own wellbeing, but it was also enjoyed by others, creating shared moments of connection and joy.

People were recognised and celebrated for their achievements and contributions. One unit within the care home had been dedicated to 2 people who lived there, in recognition of their lifelong contribution to healthcare services. This showed deep respect for people’s histories and sense of identity. We found care plans contained detailed and meaningful information about people’s backgrounds, interests and preferences. Staff knew this information well and used it to tailor care, communication and support in a highly personalised way. One person told us, “The staff give us a lot of attention, and they do try to get to know you. That is nice as you can have a chat about things that interest you then.”

The provider was working towards a specialist framework to support people who had served in the armed forces. This was to gain a ‘Veteran friendly care home’ status. We spoke with the staff champion who was passionate about ensuring people, and their relatives, were recognised not only for their service, but also for any ongoing support needs related to it. The staff member was able to clearly identify why this support and recognition was needed and was passionate about continuing this recognition through events and important services.

People’s unique interests, strengths and cultures were celebrated through a wide range of activities organised by the events team. These reflected people’s backgrounds and personal preferences. Where community activities were not suitable or of interest to everyone, alternative meaningful arrangements were made so people could spend their time in ways that mattered to them.

People told us they enjoyed spending time with young members of the community, this included reading events and choir visits. People also told us they appreciated the care home had a minibus, which allowed for trips to local garden centres and zoos. People described a community experience to us, which provided ongoing social experiences. For example, 1 person told us, “We have a lot of things going on. Lots of different groups you can attend, like a poetry group, a book club, knitting, cinema and we have school children [visit] and a church. [Staff] do try to keep us busy.”

If someone could not or chose not to take part in group activities, they were offered one‑to‑one social and emotional support instead. This included visits to their bedroom from the activities team, hairdresser, personal trainer, or beauty therapist, if they wanted these services. One person told us, “I can go [to specific wellbeing area] and get my hair done and have a manicure which I enjoy.” One person’s relative told us, “[Person] can’t really do much, but the staff do try and [visit person in their bedroom] and have a chat. They have made a [sensory item] with different textures, and they also plan to do some painting with [person].” Another person’s relative said, “There are always things going on for [people]. [Person] can pick and choose what [person] does. There isn’t anyone forcing [person] to do things [person] doesn’t want to do.”

Families and visitors were a central part of the care home community. People were supported to host family members and friends for meals, parties and events. Staff facilitated these occasions discreetly, ensuring people and their relationships remained at the centre of the experience.

This highly personalised, respectful and thoughtful approach demonstrated an outstanding level of commitment to treating people as individuals. One person told us, “At weekends [staff] really encourage families to visit and they [hold] special [family] breakfasts.” Another person told us staff were helping them to celebrate an important anniversary and said, “We are having a family lunch [at the care home] which will be lovely.”

People’s relatives told us they were able to freely visit the care home, and people told us they received visitors when they wished. One person told us, “I have my family come and visit. There aren’t any restrictions on when they can come which is good. We can have a meal together or we can sit in lots of different places or go into the garden.”

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

The service actively promoted independence and empowered people to make choices about all aspects of their lives. Independence, choice and control were clearly embedded in the culture of the care home and consistently promoted by the provider and staff.

Staff encouraged and supported people to do as much as possible for themselves. This included working with people to increase their mobility through personal trainer support. Care plans clearly set out people’s individual goals, what they wanted to do independently and how staff would support them to achieve this. Care plans were regularly reviewed by staff to reflect people’s progress, and when needs changed, new goals were set that were focused, realistic and manageable.

People were fully in control of their daily routines. They chose what time to get up, when and what they wanted to eat, and how they spent their day. One person told us, “I wanted some lighter cutlery as I have difficulty with my hands, and [staff] got it for me.” Another person told us staff promoted their choice and independence, they said “If I want to go to the town they will arrange for a carer to go with me.”

People had a wide range of choices, including taking part in group activities, joining workshops, experiencing new activities or learning new hobbies. A new ‘Gentlemen’s Club’ had been set up following people’s feedback and was being enjoyed regularly.

People were supported to enjoy things that mattered to them, with staff providing clear safety advice where needed. This included choices around alcoholic drinks, spending time independently in the community and taking part in activities involving animals. Staff respected people’s decisions, even when these differed from usual practice, and care was adapted to accommodate individual preferences.

We observed how quickly people’s choices were acted upon. One person told us they wanted a key to their room, which was provided without delay. Another person chose to get up early and requested an earlier breakfast; this was arranged promptly. The provider took these opportunities to review provisions for all people, on a continuous basis, which really evidenced an ongoing commitment to choice and control.

All opportunities and support provided focused strongly on dignity, independence and quality of life. People were empowered to live their lives in a way that felt right for them, demonstrating an outstanding commitment to independence, choice and control. One person told us, “All the staff are very friendly, and there is a lot of laughter here. They are kind, smiley and encouraging.”

People were complimentary about how staff supported them to have independence, choice and control. One person told us, “I can be as independent as possible. I sort my own clothes, and I can walk around when and where I want.” Another person said, “In the morning [staff] will get some clothes out for me and we discuss whether I want to wear them. We decide together.” A third person told us, “I am pretty independent and [staff] allow me to do as much as I possibly can. I appreciate that.” A fourth person told us, “I have everything I want plus the consideration of my independence.”

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. Care plans were accessible and up to date. They contained important information to support staff to make informed decisions when people’s needs changed suddenly, helping to ensure people received timely and appropriate care.

Staff knew people well and had a clear understanding of what was normal for them. This meant they were able to quickly recognise when someone needed support or when their needs had changed. The management team actively monitored how quickly staff responded to people’s needs. This included reviewing call bell response times and ensuring people received support without unnecessary delay.

The care home operated a clear whole‑home approach. All staff, including those from non‑care departments, knew people well and took responsibility for their wellbeing. We observed maintenance staff offering people drinks and helping to keep them safe by alerting care staff when someone needed prompt assistance.

The attention and care shown by all staff was admirable and supported a multi‑layered approach to safety and responsive care across the home. People’s relatives told us they were updated when things changed. For example, 1 relative said, “The staff seem knowledgeable and the senior staff are very good. They will always contact me if there are any concerns.”

During our assessment, managers arranged for some further training, so staff felt confident about what to do if someone’s health worsened. Staff told us the training helped them feel confident and able to respond calmly and positively.

The provider always cared about and promoted the wellbeing of their staff, and was exceptional at supporting and enabling staff to always deliver person-centred care.

The nominated individual and senior leadership team showed continuous commitment to staff wellbeing and enablement. They recognised staff as individuals, valuing their strengths and personal interests, which helped foster a motivated workforce and supported the genuine delivery of person‑centred care. Staff told us they felt known, valued and respected in their roles.

The care home, provider and individual staff members had been nominated for a range of care industry awards. Staff spoke with clear pride about their colleagues’ achievements, which reflected a positive and supportive culture.

We spoke with the provider’s Head of People, who provided consistent support to the care home. They shared a wide range of employee assistance programmes, including medical and financial wellbeing support. The provider actively monitored staff satisfaction through regular feedback exercises to ensure staff were heard, supported and encouraged to succeed in their roles and career ambitions. Staff told us their experience of the provider assistance programmes were above and beyond what they had available in previous employment.

Staff could access training that matched their roles and personal interests. The provider supported staff to plan their careers and develop their skills. Staff told us they valued this support, including opportunities to gain new qualifications. They said the ‘graduation’ events held after completing certain training made them feel proud, recognised and valued.

We observed on many occasions how the senior leadership team championed their workforce. They demonstrated genuine pride in their staff and were fully committed to ensuring staff felt supported, empowered and enabled to deliver high‑quality care.