Weldon Homecare Services Limited

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 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 79 (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.

People’s needs were thoroughly assessed before care started and continued to be reviewed regularly. Care plans and risk assessments were detailed, personalised and up to date, clearly describing the support people required and how staff should deliver this. Daily notes were comprehensive, providing clear and accurate information about what had taken place during each visit, which helped ensure continuity of care.

The provider carried out spot checks to monitor staff practice and ensure care was being delivered in line with each person’s care plan. When staff were not fully following the plan, this was addressed promptly and the care plan was reviewed to ensure it remained accurate and reflective of the person’s current needs.

The provider told us they planned to introduce a grab sheet, helping staff quickly refresh their understanding of the person and to be used as a portable document for people to take with them should they need to attend hospital or another healthcare setting.

The provider always 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. They worked to develop evidence-based good practice and standards.

Care and support followed best‑practice guidance and current legislation. Staff kept their knowledge up to date and used training to provide effective support. The service monitored its approach to ensure care remained aligned to recognised standards. Care plans included the training videos used for refreshing staff on best practice when supporting certain people. For example, supporting the person to move into a wheelchair. This was done with the person’s and professional’s consent to be videoed.

The provider had a clear policy for staff to support their understanding and ensure people received adequate nutrition and hydration including signs to look out for if people were dehydrated and what action to take. The policy also highlighted people’s religious and/or cultural needs and preferences would be recognised in their nutrition and hydration assessment and subsequently met.

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 external professionals, ensuring people experienced coordinated and seamless care. Information was shared effectively so people received consistent support and teamwork contributed to continuity of care and positive experiences.

Working collaboratively with other professionals meant people’s holistic health and wellbeing needs were being met. One professional said, “They [the management team] have a clear understanding of visit frequencies, the purpose of each call, and the support delivered. They have always been able to access and share information from their records when needed, which reflects robust care planning and effective record keeping.”

Another professional said, “[Registered manager and director] have always been very helpful and try and accommodate wherever possible, they have always given quality feedback on people using the service.” This meant people received coordinated care from teams who communicated well and worked together effectively.

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.

People were encouraged to maintain their health, independence, and wellbeing. Staff supported people to access healthcare, plan nutritious meals, and stay active where possible. A staff member gave an example of where they supported someone to eat a healthier diet, who lost weight, improved their health and was able to safely stop taking their diabetes medication.This meant people were encouraged and supported to improve their health and wellbeing in ways that mattered to them.

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.

The service monitored people’s progress and reviewed outcomes to ensure support was effective and delivering results. A staff member said, “[A person] who has had a stroke, at lunchtime I help promote them with their right-hand usage. I also support them to make a coffee, encourage them to use that hand, and hold the kettle for them. It helps them in reaching a personal goal.”

Staff reflected on achievements and concerns to improve future care for each person. Daily notes were detailed and any missed tasks were reviewed and investigated to ensure the person was receiving the best care and that their care plan was up to date and accurate. Team leaders and managers were able to leave messages for staff to ensure any changes in care were actioned in a timely way.

Staff directly monitored people’s welfare. A staff member said, “If I notice any changes first, I speak to the manager or team leader. I would talk to the client, check in with them.” This meant there was good oversight of the care people received.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.People were supported to make informed decisions about their care. Staff understood the Mental Capacity Act and recorded decisions clearly and appropriately. We reviewed care plans which evidenced people had consented to their care. Staff were trained on and had a clear understanding of the Mental Capacity Act (MCA) and how this impacted people’s care regarding consent and people’s rights.

One staff member said, “Being able to be listen to the client, knowing they have the right to refuse or accept [care and help] and means that they know they are listened to… I get consent with a client, explain that I am about to give personal care and explain what and how I’m doing it.”

These measures supported people’s choice and ensured, when people were unable to make a decision for themselves, that the right people were involved in decision making so that it was in line with the persons wishes and preferences and made in their best interests and within a legal framework in line with the Mental Capacity Act 2005.

People's rights were consistently respected and upheld, ensuring they received care and treatment in line with their individual needs, preferences, and legal protections.