Wellesley Lodge

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 newly registered 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 registered manager undertook pre-admission assessments to review information about the person, their care needs and to understand their preferences. This included speaking with the person, their relatives and health and social care professionals involved in people’s care. The staff continued to assess people’s needs once they moved into the service as they obtained a better understanding of the person and how they wished to be cared for. The service was newly established, and staff were reflective of how the admission of several new residents in a short space of time had impacted on the service. At the time of our assessment, the service was more settled, and staff had a greater understanding of people’s needs and how to support people effectively.

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. We saw assessments and care plans were developed in line with current best practice guidance and through the use of recognised assessment tools.

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 the local primary care hub and there was good access to community care professionals. Staff also linked in with the universal care plan (UCP). The UCP is a digital care plan thatallows people’s wishes and care needs to be sharedwith health and care professionals involved in their care across London.

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 received a healthy balanced diet which was adjusted to meet their individual needs. Kitchen staff confirmed there was good communication from the care staff about people’s needs and information about specific diets, such as diabetics, allergies, religious preferences and those requiring a texture modified diet. People told us they enjoyed the meals at the home, and one person said, “The food on a whole is brilliant and tasty.” If people did not want to eat at the usual mealtimes then food was made available at a time they preferred and the chef prepared food for people to access in the evening and at night when they were not on shift.

The staff, with advice from the community physiotherapy team, delivered daily chair exercises to keep people exercising and using their muscles, to help with mobility and improve strength. People were supported to walk with purpose if they wished to.

Staff worked with healthcare professionals as and when required to ensure people had access to health services and their medical needs were met. A relative told us, “When I discuss medical issues with the management, they will always seek advice from a professional and get back to me. I have seen procedures pro-actively put in place when needed.”

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. Staff worked with people and their families to establish what they would like to achieve whilst at the service and provided any support to achieve that. Staff coordinated people’s care and helped them to access health and social care services to ensure a holistic approach to care delivery.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. Staff were aware of and adhered to the Mental Capacity Act (MCA) 2005. People’s care records were clear about their ability to make decisions and where their capacity fluctuated. MCA assessments were decision specific and best interest meetings were held to make decisions on a person’s behalf when it was assessed that they were unable to make decisions independently.