Chaseley

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

The service had made the required improvements identified at the last inspection. Peoples needs and rights were supported. People’s care and treatment was effective due to their health, care, well-being, and communication needs being assessed with them. People’s care plans are kept up to date with any assessments completed in a timely manner. Staff were aware people’s preferences and respected these in a person-centred way. People were aware of their rights around care and treatment. Staff showed a good knowledge of the mental capacity act, including capacity and consent.

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.

People and relatives told us that they were involved with planning their care. A relative said “I leave it to them. I told them what [my relative] needed when he went in. They include you all the time. They’re very particular about medication being on time.”

Feedback from staff and leaders confirmed people’s needs were assessed and reviewed regularly. Staff told us they were involved in reviewing people's care and that the person was fully involved too. The registered manager told us the assessment process started before the person was admitted into the service. They said, “We have people with very complex needs, we work with them, their family and other professionals to make sure we can support them.”

Processes were in place to ensure staff understood and managed people’s needs. Peoples’ care records showed their individual needs had been assessed, in line with their choices and wishes. Assessments were regularly reviewed and up to date. Care records contained detailed guidance for staff to follow and contained information on how best to communicate with the person in a way they understood. People's records showed people's needs had been assessed with a person-centred approach, and outcomes were monitored for their effectiveness, using a variety of tools.

People told us they received the right care and support, and that staff understood them. People said they always had a good choice of food and drink and staff encouraged them with healthier eating. A relative told us, “[My relative] has built up good relationships, he is generally happy. Every issue we’ve raised has been sorted. We’ve been in a lot of places, and we immediately got a good feel here. He’s happy there. He settled really quickly. The key people are all lovely.”

Feedback from staff and leaders confirmed they knew how to support people in line with their needs, including their nutrition and hydration needs. A member of staff told us, “We have care plans for all the residents and it includes the foods they like and how they need the food prepared. We have a residents forum as well to find out what they like.” Staff told us people's care plans were kept up to date to include their current needs, how needs were to be met and desired outcomes. Staff told us they supported people to access the support they needed from other professionals and services.

Processes were in place which showed people’s needs had been identified. People’s care records evidenced their needs had been assessed and discussed with them prior to their admission to the service. People’s needs continued to be reviewed and amended. Where people had specific nutritional requirements, for example, soft food, or using percutaneous endoscopic gastrostomy (PEG), this was detailed in their care plan.

People told us they received consistent care and support from staff who knew them well. People told us staff helped them with appointments and explained things to them which helped them better understand their support. A relative told us, “We wrote out all [my relative’s] needs, so continuity was maintained. They changed her medication when she moved, so her behaviour is better. She’s healthier and happier since she’s been here.”

Feedback from staff and leaders confirmed they were involved in people’s care planning and support. The registered manager told us how information was shared amongst the relevant professionals, to help maintain good continuity of care. Staff told us they attended daily handovers where the most up to date information was shared amongst them such as any changes, updates and appointments people needed support with to attend. Staff told us they completed daily records for each person detailing their progress and significant or important events.

Feedback from external professionals confirmed staff worked well with other services to help ensure good continuity of care. One external professional told us, “From my discussions around medication prescribed, usage and how it is practically used, I have no concerns regarding the safety of the residents. The clinical lead is very knowledgeable about each resident, and this will form the holistic conversations we have.”

Processes were in place to ensure people were referred to external healthcare professionals when needed. Processes helped people develop relationships with professionals to ensure best advice was sought and to help ensure people were supported to make decisions to further enhance their choice and control over their care. The provider worked effectively with other agencies to ensure transitions of care were co-ordinated and as seamless as possible. People’s care plans, risk assessments and care records evidenced that a range of professionals, both in-house and external, had been involved and consulted about the person’s needs, this information was included in people’s care plans.

People told us how staff helped and supported them to live healthier lives and make decisions that improved their health and wellbeing. One person told us, “I had a bad stomach and now have gluten intolerance. [Staff member] sorted everything out with the kitchen, I’m now on a gluten free diet and it’s working well.”

Feedback from staff and leaders confirmed people were involved in planning and managing their own care. The registered manager explained how staff supported people to make healthier choices, “Food is so important for health and wellbeing. We encourage people to eat nutritious food and make healthy choices.” Staff understood their role in supporting people’s health and well-being. They supported people with physical, emotional and mental wellbeing rehabilitation and recovery.

Processes were in place to enable people to make informed decisions around their own well-being needs. People’s care plans demonstrated they were fully consulted and involved in decisions about their care and support. People were supported to make better and healthier lifestyle choices, for example, healthy eating and rehabilitation work. We saw examples of people regularly participating in exercise and physiotherapy.

People said they experienced positive outcomes and had planned goals for the future. People told us they were happy with their care and support and what they had achieved. They told us they enjoyed living at Chaseley and that staff supported them well. One person told us, "When I first came here, I was dreading coming into an institution, but I have found it unbelievable how caring they are and can only say good things. They have made a bad situation bearable and fun." People told us about their potential plans to move on, to live more independent lives and said staff were supportive of this.

Feedback from staff and leaders confirmed people’s care and progress were monitored. Staff were knowledgeable and supportive of people's goals and wishes. A member of staff told us, “We provide excellent care and rehabilitation. We have people now who can get in and out of a car, they visit the opera, go to church and carry out daily tasks. That would have been impossible when they arrived.”

Processes were in place to ensure peoples outcomes were monitored, and any changes were implemented. For example, how people were responding to rehabilitation programmes. This was evidenced in peoples’ care plan reviews. Care plans were audited to ensure regular reviews took place and any actions were followed up.

People understood their rights to make decisions and said they were asked for their consent to any care and support before it was provided. People told us they were never asked to do anything they didn’t agree to.

Feedback from staff and leaders confirmed they provided care in line with the Mental Capacity Act (MCA), and how information was provided to people in a way they understood. Staff confirmed they had completed MCA training. They understood decisions could only be made on behalf of the person in line with the MCA. Staff told us they always asked for consent from people before providing any care and support. Staff knew to escalate any concerns about people's capacity to make choice and decisions, for example if they felt a person had made an unwise or unsafe decision or refused essential care.

Processes were in place to ensure people’s choices, consent and rights around their care and support were respected. People’s choices were at the heart of their care and support plans. Capacity assessments were in place in people’s care records. People’s capacity to consent was regularly assessed to ensure they understood any decisions around the care and support needs.