Wellington Care Head Office

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

People’s needs were assessed, and their care was delivered in line with this. People’s specific health needs were considered, and staff worked alongside professionals to ensure people’s needs were met. The principles of Mental Capacity Act were followed.

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 were encouraged to be involved in assessments of their needs prior to receiving support. This ensured their care was delivered in line with their preferences.

Staff and the leadership team completed assessments with people, they documented their preferences and needs directly onto care plans for staff to follow.

Initial assessments were carried out before support was offered to ensure the right support was given. The organisation liaised with health professionals to support the people and their families to access care services when required.

People were supported to receive care that was delivered in line with their needs.

Staff told us they ensured they could meet the person’s needs prior to delivering the care. Staff told us they completed training which helped ensure they were aware of best practices. Comments included, “I believe I have the ability [to keep up to date with best practice]. I have done Mental health first aid training which included schizophrenia. I have also done Oliver McGowan training.”

The provider had a number of policies which set out best practice for delivering safe and effective care, such as their policies on equality and diversity and safeguarding people. The provider did not use physical restraint when working with people, in line with best practice. Staff were guided by positive behaviour support plans which provided them with information about triggers that might cause people anxiety and how they may be able to de-escalate situations should they arise.

People were supported by external agencies to help ensure their experience of care was a good one.

The registered manager told us, “We have built up a lot of relationships with other professionals which has helped make our service stronger. One person had an unsafe discharge from hospital which affected their transition to our service. We worked with the Integrated Care Board we have now changed our assessment to make it stronger to ensure this doesn’t happen again.”

Partners had no specific feedback on this area.

Systems and processes were in place to include advice and guidance to support people from other health and social care professionals. We saw this recorded in people’s care plans, so staff had access to this information and were able to help deliver continuity of care. Multi-disciplinary meetings were held when people’s needs changed or required review.

People were supported to stay healthy and well.

Staff told us they supported people with their mental health, physical health and wellbeing by liaising regularly with healthcare professionals and attending appointments with people if they needed support. One staff member said, “Every week we share information about [name] with their psychologist. [Name] is forthcoming if they are in pain, they will tell us, and we will support them to see the GP.”

Care plans detailed people’s health care needs and conditions and the action staff needed to take to keep people well. Staff ensured people routinely attended scheduled health care appointments and had regular check-ups with community-based medical and health care professionals.

People’s care and treatment was monitored to continuously improve it. For example, people at risk of poor food intake were routinely monitored by staff to ensure action was taken to improve their outcomes, such as introducing alternative approaches to encourage people to eat regularly.

The registered manager and staff took a positive approach to supporting people to improve and achieve good outcomes. It was evident that the leadership team and staff recognised the importance of learning lessons and ensuring continuous improvements to maintain safe care for people they supported. The quality and safety of the service people received was regularly monitored by obtaining peoples feedback, regular audits and checks.

The outcome of audits, monitoring checks and feedback were analysed to identify any issues, learn lessons and develop action plans to improve the service provided to people.

We were confident from the records we reviewed, feedback from people, and the conversations we had with staff and leaders that people were involved in decisions about their care.

Staff understood people had the capacity to make day to day decisions about their lives and were able to describe how people made choices about their care. Staff took prompt action if they felt someone’s ability to consent to care was impacted.

Staff understood The Mental Capacity Act (2005) and its principles as this was included in their training when they began working at the service. The registered manager was aware of the process to follow to make formal decisions in people's best interests if needed.