The Chase Care 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.

This is the first assessment for this newly registered 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 83 (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.

The provider ensured people’s needs were thoroughly assessed before they moved into the care home. This included completing the provider’s pre‑admission assessment to confirm staff could meet the person’s needs and that any required equipment or special arrangements were in place prior to their admission. People’s relatives told us they were involved in this process and reflected on their positive experience. For example, 1 relative told us, “[Person] was in hospital and [staff] went there to assess [person]. They actually went in twice. I was there once so I was able to give all the information.” Another person’s relative said, “[manager] went to see [person] and [manager] was amazing with [person] and really patient. When we came [to visit the care home] it took us ages to decide which room to have. We had lunch [at the care home] and the [manager] had so much time for us and didn’t rush us at all.”

We did receive mixed feedback from people and their relatives regarding ongoing timed involvement in care planning. Some people and their relatives told us they did not have frequent involvement; however, this was not everyone’s experience. We shared this feedback with the nominated individual, who began reviewing their processes to better understand individual preferences. This was to ensure people, and their relatives where appropriate, are more consistently involved in future reviews.

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.

Staff used recognised approaches that supported people’s wellbeing, such as doll therapy and other items designed to bring comfort and reduce anxiety. The management team stayed up to date with best practice and ensured staff received targeted training, including specialist training in dementia and diabetes care.

Care plans reflected best practice and national guidance. Staff used validated tools for specific assessments, such as for skin health and nutrition screening.

The service employed staff ‘champions’ for key areas, such as end-of-life care. Champions received enhanced training in their specialist field and shared this knowledge across the staff team. This helped maintain a strong focus on evidence‑based practice and continuous improvement in the quality of care provided. Some of this additional training was delivered by external community services, such as the local hospice, which meant this training was provided by specialists.

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.

Staff worked well with visiting professionals, including GPs and district nurses, and had positive working relationships that supported people’s ongoing health needs. The provider showed evidence of actively reviewing how they worked with the GP to strengthen collaborative practice. They also told us the community support team was highly responsive and able to visit promptly when concerns arose about a person’s health or wellbeing. This effective joint working helped to ensure people received timely and coordinated support.

The management team provided guidance to staff and were visible and approachable, fostering a positive working culture. Staff told us they appreciated management being present for morning handovers, which allowed the night staff to speak with them if needed. Regular staff meetings were held, and these included discussions around best practice, incidents and identified improvements.

People told us staff supported them to visit specific health professionals. For example, 1 person said, “I did have some issues with my teeth so [staff] arranged an appointment and took me to the dentist. They will soon call a doctor if you need one.” Another person said, “[Staff] have helped me to go to the optician. One of the carers took me. I have had the doctor come to see me as well.”

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

The provider was committed to helping people live healthier lives through a range of focused health initiatives. This included a monthly wellbeing theme, such as nutrition and hydration, supported by the catering team, to encourage healthy choices and new experiences. Staff knew how to support people with their needs, for example, by preparing food and drink for people in safe ways for them. We found catering and hospitality staff took time to speak with people about the food on offer, and the different choices available. This also included gaining feedback on the meals provided, and if there was anything specific a person may like to either see on the menu or have provided to them.

For example, 1 person told us, “They ask us at mealtimes what we would like to eat so we do get a choice. We always have a big jug of water in our rooms, and they come round and ask if we would like a hot drink. If you want more, you can just ask. We have a coffee area in the front as well which is really nice. I certainly don’t go hungry or thirsty.” Another person said, “The food has been top notch. It is nicely cooked and they will get you other things to eat if you want. I can get a drink whenever I want one.” The chef was passionate to involve people in specific opportunities to taste test potential new menu items, and also to receive individual meals which may be a favourite or a specific dish a person may wish to try.

The provider employed a personal trainer who delivered safe and engaging group sessions designed to support mobility for people of all abilities. Furthermore, the provider was working towards a structured personal trainer programme to help improve mobility and reduce people’s experiences of falls. We observed 1 activity session with the personal trainer and saw how engaging and motivational people found it. In addition, the care home had a dedicated gym area that people could use with support from trained staff. These combined approaches promoted physical activity, wellbeing and healthier living experiences for everyone using the service.

The provider monitored all people’s care and treatment to continuously improve it. Theyensured that outcomes were positive and consistent, and that they fully met both clinicalexpectations and the expectations of people themselves.

The management and staff team regularly reviewed people’s care plans and records to ensure the support provided continued to meet their needs. Outcomes were measured through ongoing monitoring of key health indicators, such as weight, skin integrity, mobility and any changes in health conditions. People experienced positive results, including not developing pressure sores and maintaining healthy weights, even when living with conditions that increased their vulnerability.

The provider ensured opportunities were available for people to have food and drinks at a time of their choosing. This was supported by catering, hospitality and care staff. However, we observed all staff were focused on ensuring people received regular intake, and this included maintenance staff arranging drinks for people. We found numerous areas were available to support people to gain items of their choosing, this included drinks and snacks. Furthermore, we found specific food items safely wrapped in ‘rummage boxes’ which encouraged people with dementia to enjoy items whilst undertaking activities of interest.

The provider welcomed people’s families and friends to join them for events, meals and occasions which did not need to have a specific purpose. We found this not only encouraged people to have good intake with familiar people around them but also allowed for a sense of ‘hosting’ to take place, which was evidently important for people.

Staff requested professional input promptly when risks were identified, and this early intervention contributed to better outcomes for people. Continuous monitoring, alongside timely professional support, helped ensure people stayed well, safe and received care that met their changing needs. One visiting healthcare professional told us, “Carers and senior carers have remained helpful to [visiting professional team] throughout.” One person’s relative told us, “[Person] had a cough recently, and they got the doctor out to check it wasn’t a chest infection.”

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

People were supported in line with the Mental Capacity Act 2005 (MCA). When people were unable to consent to their support, capacity assessments were completed, and decisions were made in their best interests, with involvement from those who knew them well. Staff understood the principles of the MCA and had completed appropriate training, helping ensure people’s rights and preferences were respected in their day-to-day care.

We found communication aids and knowledge of people’s prior preferences and beliefs remained central to ensure best interest decisions aligned with the person’s wishes. People told us they felt heard by staff, and communication was appropriate to their needs. For example, 1 person told us, “When [staff] are talking to you. I can see they are listening to my replies.” Another person said, “[Staff] speak to me in an adult way, there is no childish talk.”