Wellesley Lodge

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

This is the first assessment for this newly registered service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

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 were at the centre of their care and treatment choices, and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. Staff worked with people and their families to develop personalised care plans that detailed their care needs and how they wished to be supported. A relative told us, “When my [family member] first moved in, the management was eager to understand their past care. I was very impressed by how they listened to my experiences looking after my [family member] over the years - what worked, and what their preferences were. A very person-centred approach.” Another relative said, “Staff are learning as each person is so individual and what I’ve witnessed they are all quick to understand the needs individually of each resident and remember person centred details which helps the residents feel comfortable and valued.” People were involved in the care planning process and regularly reviewed and updated their care plans. A person said, “I personally read my care plan on a weekly basis to ensure I’m happy with it, which I always am.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. Staff took a coordination role in ensuring people received joined up, integrated care. Staff worked closely with local hospitals and primary community hubs to ensure people’s health needs were met. There was regular input from community professionals including the GP, physiotherapists, dieticians and speech and language therapists.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Staff understood people’s communication needs and adjusted their communication methods depending on the person they were speaking and interacting with. Staff used a mixture of verbal and non-verbal communication. If required, information was able to be provided in different languages.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result. People and their relatives felt involved in their care and able to speak openly with staff and the management team. A relative told us, “Management are at hand any time I’ve been present. Any request or concerns have been dealt with straight away. Wellesley lodge has already got a feeling of an extended family home… I’ve been made to feel comfortable expressing myself and even encouraged as the management team have said all feedback is good feedback.”

A complaints process was in place. The registered manager reviewed all complaints to ensure they were investigated and learnt from.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Staff worked with people to ensure they had access to the support and services they required. They supported people to access other health and social care services. Arrangements were in place for weekly visits from the GP, and additional appointments could be arranged should this be required.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. Staff had an individualised approach to care and support, and supported people with their individual needs, including any related to protected characteristics as defined by the Equality Act 2010. Staff were aware of people’s cultural and religious needs and provided any support required to meet these. There was a regular programme of activities giving people opportunities to explore new interests and skills. This also included trips out in the local community and days at the seaside.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. Advanced care plans were in place detailing a person’s wishes regarding end-of-life care, do not attempt cardiopulmonary resuscitation (DNACPR) decisions and preferences about hospital admission. Staff involved people and their representatives in discussions about future care, ensuring decisions were individualised and reflected people’s values, beliefs and choices.