Whell Care

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 63 (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. However, this information was not always recorded appropriately.
The registered manager met all potential new clients face to face and carried out a detailed assessment . This information was shared with staff, however, it was not always recorded in enough detail in care plans. People said staff knew them well, although records did not always include enough detail. A relative said, “[The care] is a very personal approach and [staff] are worth their weight in gold.”
 

The provider involved people in planning and delivering people’s care, however this was not recorded appropriately, lacking information about what was important and mattered to them.
Care documents were not person-centred and referred to transactional tasks to be carried out. This meant staff did not have written guidance on the best and most personal ways to care for people. However, the registered manager explained that all staff shadowed care for each person before delivering it. All people could make their needs known themselves and no one raised any concerns with us. We raised the issues with the registered manager who planned to access further training around care documentation.
A staff member said, “I was given enough time to read people's care plans when I began. I was given time to read them during my shadowing period and get notified of any changes by the Manager or Senior Support Worker. I also had the opportunity to meet any clients I would be supporting and learned about their needs before I attended. I can also chat with the clients and learn about their needs and wants not in the care plan directly from them.”
 

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 said the whole organisation worked well as a team, sharing information and ensuring continuity of care. One staff member said, “There are always enough staff available to cover the shifts and staff work well together. People seem happy and engaged with their care.”

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.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control.For example, staff batch cooked food recommended by the nutritionist for one person to help them maintain a healthy weight.

The provider did not always routinely monitor people’s care and treatment to continuously improve it. Outcomes were positive but were not always recorded effectively.
Various aspects of people’s care were monitored by staff. For example, people’s dietary and fluid intake was monitored when people were at risk of dehydration or needed specialist diets. Records were not always in place, however, people told us staff knew them well and supported them to improve.
 

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

People were supported to have maximum choice and control over their lives. Staff supported them in the least restrictive way possible and in their best interests. Staff demonstrated a clear understanding of the principles of the Mental Capacity Act 2005 (MCA). The MCA provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. Staff had received training regarding the MCA and policies were in line with the principles of the MCA.
A health and social care professional said, “The staff support my client to decide where she would like to go during enablement sessions, supporting her to access places of interest in the local community. This support allows my client to choose and purchase clothing and personal items she would like to. This is the highlight of her week.”