Wheldale Heights

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 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.

The provider completed a comprehensive assessment prior to a person being admitted to the service. The information was effectively shared with staff and used to inform care plans and risk assessments, which were regularly reviewed. One relative told us, “They [staff] constantly re-assess [Name]’s care plan.”

Care records were person-centred and detailed, accurately reflecting people’s health, wellbeing and communication needs. Staff communicated effectively with people and showed a good understanding of their communication needs and preferences. For example, 1 person was supported by staff to communicate verbally and using hand gestures/visual cues.

The provider 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 and current evidence-based good practice and standards.

Records showed nationally recognised tools and guidance was used when planning and delivering people’s care, for example, the Malnutrition Universal Screening Tool (MUST). People had enough to eat and drink. Staff appropriately monitored food/fluid intake, recording in real time to ensure accuracy. People’s likes, dislikes and preferences were documented, known by staff and therefore consistently incorporated into care delivery.

The registered manager attended a local forum for providers where they shared learning and good practice to inform quality care provision.

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 effectively as a team and with other professionals to support people. Records showed ongoing input from other professionals, for example, community psychiatric nurses, district nurses and the GP. Professionals gave positive feedback in relation to working with the service. Comments included, “I have a good rapport with the team [at the service] and can work with them very, very well” and “If there are clinical issues they contact us. The clinical nurse manager has good knowledge.”

Care records were accurate and information readily available to be shared when needed.

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 supported to maintain their health, wellbeing and independence. They had a choice regarding when and where they spent their time, and what they wanted to do. For example, people chose when wanted to get up and where they wanted to eat their meal. Relationships between staff and people were positive. This meant people were supported in a meaningful way, in line with their preferences.

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.

Systems and processes were effective in ensuring people’s care and treatment was continually monitored. The clinical nurse manager maintained robust oversight with regards to routine monitoring of health to improve outcomes for people. Where referrals had been made to other health professionals, their advice was used to inform care and treatment planning. One professional told us, “They are very responsive with actioning treatment and advice I give them.”

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

The service was working within the legal framework of the Mental Capacity Act (MCA) and best interest processes were followed where people lacked capacity to make decisions. Staff always sought consent from people before they provided support, and they understood the ways in which people communicated their consent. Leaders and staff consistently delivered person-centred care.