Charterhouse 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.

At our last assessment we rated this key 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 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 ensured people’s care and treatment was effective by assessing and reviewing their health, wellbeing, and communication needs with them.

Assessments of people’s needs were completed before they moved into the service and were regularly reviewed and updated. This ensured staff had access to up-to-date information, which was used to plan care in partnership with people.

People and relatives spoke positively about their experiences, particularly during the transition into the service. One relative told us the move into care can be distressing, but staff provided a warm and supportive approach, helping their loved one settle into their new home. They described how staff took time to explain care approaches, support both the person and their family, and help manage difficult periods, which they found reassuring.

The provider demonstrated commitment to delivering care in partnership with people, ensuring that what mattered most to and for them was consistently reflected in their care and treatment. Care was delivered in accordance with legislation, current evidence-based guidance, and recognised best practice standards, demonstrating a strong culture of clinical excellence.

Nationally recognised assessment tools were used to assess people’s risks of malnutrition and their risk of skin deterioration. Where risks were identified appropriate action had been taken to keep people healthy.

Where specialist input was required, this was integrated into care delivery. For example, guidance from Speech and Language Therapists was clearly documented and reflected in detailed care plans, including specific instructions on food and fluid consistency to reduce risks such as choking. People also benefited from access to in-house physiotherapy and occupational therapy, which supported rehabilitation, mobility, and the promotion of independence.

People consistently told us that staff had a thorough understanding of their care needs and routines, and this was reflected in the consistent and high standard of care delivered. One person commented that all staff, regardless of their role, worked collaboratively to maintain agreed standards, even during periods of increased demand.

The provider worked effectively across teams and services to support people, helping to ensure continuity of care. They shared assessment information appropriately, so people did not need to repeat their stories when moving between services.

At our last inspection, we identified shortfalls in care plans relating to peoples’ specific needs. At this assessment, we found that care plans had improved. Care plans were detailed and contained clear, relevant information to guide staff in delivering safe and effective care. Regular weekly GP rounds supported the ongoing monitoring of people’s health needs.

Staff worked in partnership with each other and with healthcare professionals from local health teams to support coordinated care.

Professionals spoke positively about the service. One professional told us they had attended the care home in a professional capacity and commended staff for their kindness, care, and professionalism. They described the team as calm, compassionate, and respectful, both towards people and visiting professionals.

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. Staff were vigilant in identifying changes in people’s health and responded promptly to ensure appropriate support was in place. For example, they closely monitored and recorded people’s food and fluid intake, with oversight from managers to identify any concerns, inform care planning, and enable timely referrals to healthcare professionals where required.

People were supported to meet their dietary needs safely and effectively. Individual requirements, such as coeliac disease and nut allergies, were well understood, and suitable meals were provided to ensure people could eat with confidence and safety. Staff demonstrated a person-centred approach; for example, where one person preferred fast food, the provider worked collaboratively with them and the kitchen team to create healthier, home-made alternatives that respected their preferences while promoting better health outcomes.

People also benefited from access to high-quality on-site facilities, including a gym and swimming pool, which supported both their physical and mental wellbeing and encouraged active, healthy lifestyles.

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. Staff maintained detailed, accurate, and timely records, including monitoring key areas such as food and fluid intake and skin integrity. This information was actively used to identify trends, recognise early signs of deterioration, and inform timely interventions, ensuring care remained responsive and effective.

Professionals spoke highly of the service, noting that staff consistently acted on recommendations and worked collaboratively to meet people’s ongoing healthcare needs. Leaders maintained strong oversight of outcomes, using data and feedback to drive continuous improvement and deliver high-quality, evidence-based care.

Leaders were able to demonstrate how person-centred approaches and multi-disciplinary working led to meaningful improvements in people’s independence and wellbeing. For example, one person with dementia-related needs made significant progress through tailored support and coordinated professional input, transitioning to a less intensive setting and ultimately achieving independent living with minimal support.

This meant people experienced consistently positive, measurable outcomes, including improved health, greater independence, and enhanced quality of life, supported by a service that continuously learns, innovates, and improves.

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

The service worked in line with the principles of the Mental Capacity Act (2005). We saw that where people’s capacity to make certain decisions was reduced, comprehensive and detailed assessments were in place, involving those who knew them well.

Professionals told us that regular monthly meetings took place with the dementia lead to review people awaiting DoLS assessments and discuss any urgent or individual cases. The dementia lead seeks advice to ensure practice aligned with the Mental Capacity Act (MCA), including the use of least restrictive approaches and best practice.