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 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 had assessed people’s needs before they moved to the service. Their needs were kept under regular review, with input from health and social care professionals and their family.

A relative said, “Staff have had specific training for [person’s] needs.”

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.

Effective care planning documents were in place. where people required specific support around nutrition, hydration and monitoring of their health, staff delivered care in line with these identified needs. A relative said, “I wanted a consistent staff team and that is what [the registered manager] provides.”

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.

Most staff felt they worked well together as a team and were well supported by the management team. There was a culture of information sharing to help supporting the continuity of care. Staff communicated well with people’s relatives, who made decisions on their behalf.

A staff member said, “Staff work well together as a team. Communication is good, information is shared appropriately during handovers, and colleagues support each other to ensure people receive consistent 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.

Staff ensured people received a suitable diet to help manage their health. People were supported to stay hydrated and take exercise.

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.

Records showed people were monitored closely to ensure they could live their life to the fullest. Checks were in place for various aspects of care, meaning if the people’s health deteriorated they could act on it quickly.

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.