Chase House Limited

“At our last inspection, the provider was in breach of legal regulations in relation to safe care and treatment, safeguarding, person-centred care, ensuring consent and governance. At this inspection, some improvements had been made and the provider was no longer in breach of regulations relating to safe care and treatment, safeguarding and ensuring consent. However, the provider remains in breach of legal regulations relating to person-centred care and governance. As a result of the improvements made, the service is no longer in special measures. We have asked the provider to submit an action plan in response to the concerns identified at this assessment.”

“There have been recent and significant changes in leadership and provider oversight at Chase House. Following the previous registered manager’s resignation, the provider commissioned an external management organisation. In May 2026, this organisation assumed full operational control of the service and introduced a new leadership structure. The leadership team told us this transition occurred without a formal handover and that they inherited limited access to existing systems and records. This meant that alongside delivering care, the provider needed to establish oversight systems and rebuild governance processes.”

“At this inspection, the provider had taken steps to stabilise the service, including improving medication management, addressing environmental risks identified at the previous inspection and strengthening staffing arrangements. Governance meetings and audits had been introduced, with a clearer focus on identifying risks and improving oversight. These actions demonstrated progress in responding to concerns and improving safety.”

“However, these improvements were not yet embedded, and there remained a gap between systems and practice. Risks identified in care plans were not always reflected in care delivery, including inconsistent repositioning and supervision. Governance systems had not identified issues such as gaps in recording, failures to escalate safeguarding concerns and inconsistent care. Care delivery was variable and at times task-led, with delays in support and limited meaningful engagement observed. A staff member said, “We have enough staff… but don’t often have time to spend with people in a meaningful way.” Overall, further work was required to ensure changes were consistently applied and people received safe, effective and person-centred care.”