The Well Centre

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

We looked for evidence that the service met people’s needs, and that staff treated people equally and without discrimination.

At our last assessment, we rated this key question as good. At this assessment, the rating has changed to outstanding.

This service scored 93 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service was exceptional at making sure people who use the service 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.

The service adopted a holistic approach and provided support to young patients in a variety of environments to suit their needs. For example, patients being supported with social reintegration could be seen by a member of staff at home or in the community, including for a walk in the park.

Staff discussed with young patients the goals they hoped to achieve in the future and included this in their care plans. The service worked with a wide variety of organisations to help patients to support these goals including training providers and mentoring schemes. For example, we saw evidence of patients being referred to youth clubs designed for asylum seekers and refugees, which helped to encourage social engagement. The service shared case studies where patients reported that the clubs helped them to make friends and raise their confidence levels.

The service had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

The service collected data to understand the local communities they served, including their socio-economic and ethnic backgrounds. The service also monitored the common presenting problems experienced by patients and adapted the service in response to this.

Time slots were increased based upon feedback from staff and patients. For example, follow up sessions previously used to be 30 minutes, and this had been increased to 40 minutes. Following this, patients reported greater satisfaction.

Young people would be seen by the same practitioner throughout their treatment, based upon their individual needs and the specialism of the practitioners.

The service worked closely with CAMHS services and, although not a diagnosis service for attention deficit hyperactivity disorder (ADHD), was able to commence treatment for those who had received a new diagnosis. This helped newly diagnosed patients with ADHD commence treatment sooner than if they were waiting for this to be initiated by CAMHS.

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

The practice had access to interpreter services, including British Sign Language. Information provided by the service met the Accessible Information Standard.

The service had recently conducted a review of all written material used by young people with the aim of increasing user engagement. This review was conducted in collaboration with the youth participation group to ensure that the material was inclusive and appealed to the young people who were using the service currently or in the future. Young people commented that they would prefer requests for feedback to be sent by text message and for videos to be produced to encourage attendance. In response, the service expanded on how feedback forms and marketing material were disseminated. For example, the service began sending feedback forms by text message and produced information videos which were posted on the service website.

General information for patients was also included on the service website such as what to expect during sessions and other useful resources.

The service was exceptional at enabling people to share feedback and ideas, or raise complaints about their care, treatment and support. They always involved people in decisions about their care and told them what had changed as a result.

The service had an active youth participation group, which met quarterly to discuss their experiences of the service and share ideas for improvement. The group was also designed as an opportunity for young people to meet each other and to encourage social engagement. In response to feedback from the group the service increased the length of time available for appointments. Members of the group also contributed to the development of marketing material including a new poster focussing on inclusivity and those who identify as non-binary.

The service collaborated with young people using the service in deciding how to measure outcomes. Feedback received indicated that some methods were lengthy and not suitable for younger patients, and the preferred option was the WHO-5 wellbeing index, which the service then adopted. The WHO-5 wellbeing index is a method established by the World Health Organisation (WHO) comprised of a short questionnaire designed to measure mental wellbeing.

The service made sure that people could access the care, support and treatment they needed when they needed it.

Appointments were available outside of school and working hours to accommodate the young people who use the service. Health and Wellbeing Practitioners were also able to meet young people out in the community including for ‘walk and talks’, home visits or activities.

Young people could be referred to the service through a variety of ways including by self-referral, or through schools, GPs, CAMHS, social services, voluntary organisations and parents.

People could access the service to suit their needs for example online, in person and by telephone. Treatment rooms were available on the ground floor.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this.

The service had conducted in-depth analysis into the local demographics and the Index of Multiple Deprivation (IMD) engagement. The service identified that those in the lower deciles were least likely to engage and successfully increased engagement by facilitating sessions outside of school hours and in a variety of environments preferred by individual patients. For example, young people could choose settings they felt most comfortable with, such as a park, a café or at home.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future.

During sessions, young people were encouraged to talk about their personal goals and what steps they could take to achieve them. Staff signposted young people to community services and education providers for support in achieving these goals.