Wanderers House

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 question good. At this assessment the rating has remained 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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

People and relatives confirmed their needs were assessed and felt involved with this process. One relative told us, “We are involved with everything.”

Care plans and risk assessments were in place based on people’s individual assessed needs. They were reviewed regularly to ensure they were up to date, and people were part of this process.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them.

The manager was aware of and implemented the right support, right care, and right culture guidance. Specific training for staff had been completed, and the provider had sourced further Oliver McGowan training (this is the government’s preferred and recommended training for Learning Disability and Autism).

People, relatives and the manager told us people were at the forefront of their care and the decisions they made. They promoted people’s independence and had the opportunity to access the community as part of their routines.

There was also a system in place which used evidence-based tools to assess people’s needs. A variety of assessment tools were available if needed to ensure people’s needs were identified and met. Staff were aware of these outcomes to ensure they delivered the correct care that people needed.

The provider worked well across teams and services to support people.

There was a system in place to ensure the staff team worked together. Staff worked together to share information about people. This included listening to people, attending handovers and regular staff meetings where people were discussed. Staff also worked with other professionals to deliver care to people; by referring people to other health professionals such as Speech and Language Therapists (SALT) and following plans and advice they had put into place.

Staff knew people’s needs well and were able to tell us about people when we asked. They felt they had the information they needed to ensure people were supported safely.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control.

People and relatives confirmed their health needs were considered. People’s health needs were assessed, and plans were in place to monitor these conditions for example, in relation to epilepsy. When people needed support from other professionals such as the GP, they were supported by staff to do this. Staff confirmed they were aware of people’s health needs.

People’s health was regularly monitored through weekly regular reviews. These reviews considered if people had seizures, their food and fluid intake, falls and the monitoring of people’s weights. People’s 6 monthly reviews also considered people’s health needs and also included an overview of any appointments or routine checks that had been completed or were due.

The provider routinely monitored people’s care and treatment to continuously improve it.

There were systems in place to ensure people’s needs were identified, assessed and reviewed to ensure positive outcomes were achieved for people. The provider ensured people were at the forefront of their care and led on this with the support from relevant staff or professionals. People had developed personal goals monitoring logs where they had developed future goals and aspirations. There were actions in place to identify how people were going to achieve these goals and the support they may need to do this. Goals included social and health goals.

In other instances, staff worked with people to create better outcomes. For example, the manager told us how a person required a special diet which they were not happy with. Staff worked with the SALT team to reassess the person’s needs considering their preferences and the person no longer required that diet.

Staff confirmed they were aware of people’s assessed needs and how they delivered support in line with this.

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

Capacity assessments and best interest decisions were in place when needed to ensure the Mental Capacity Act was applied. Where people were able to, they had consented to their care and treatment. Staff were able to demonstrate an understanding in this area including the importance of gaining consent from people, they had also received training in this area and were aware of the processes to follow.