The Well Centre

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

We looked for evidence that people were protected from abuse and avoidable harm. At our last assessment, we rated this key question as good. At this assessment, the rating remains the same. There was a strong culture of continuous learning and improvement which encouraged participation from both staff and service users. There was a proactive, systematic approach to managing safety and staff. Risks were robustly assessed and managed through an initial assessment of new patients and regular follow-ups to monitor for any changes in risk. The service participated in multi-disciplinary meetings and liaised with a number of organisations including schools, Child and Adolescent Mental Health Services (CAMHS), and other health service providers.

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 service had a strong proactive and positive culture of safety, based on openness and complete honesty. They actively listened to concerns about safety and thoroughly investigated and reported safety events. Lessons were always learnt to continually identify and embed good practice.

The service introduced dedicated champion roles for staff members who had a special interest in a particular subject. Staff we spoke with told us they often benefitted from the advice provided by these colleagues and were able to apply this advice when supporting patients.

Learning was shared during monthly educational meetings, alongside shared vision discussions and journal reviews.

Patient complaints were infrequent but thoroughly investigated and documented.Complaints were shared during team meetings as an opportunity to learn and identify areas for improvement.

The service worked with patients and healthcare partners to establish and maintain safe systems of care, in which safety was managed or monitored. They made sure there was continuity of care, including when patients moved between different services.

There were systems in place for processing information relating to new patients. The service completed new patient assessments including a risk review. New patients were then discussed during weekly multi-disciplinary triage meetings where a care plan would be agreed upon. Regular follow-ups were conducted to monitor patients’ wellbeing and any change in risk. This included patients who remained on waiting lists.

The service worked with other providers to deliver shared care and when patients moved between services. For example, relevant information such as the prescription of new medication was shared with patients’ GPs. In such cases, staff ensured that consent was obtained and documented. Monthly meetings were also held with Child and Adolescent Mental Health Services (CAMHS) to discuss cases.

The service worked with people and healthcare partners to understand what being safe meant to them and the best way to achieve that. They concentrated on improving patients’ lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The service shared concerns quickly and appropriately.Safeguarding policies were in place and known to staff, who were appropriately trained in safeguarding procedures. The practice maintained a list of vulnerable people and acted on concerns working in partnership with other organisations. The service held monthly safeguarding sessions where concerns were reviewed. Staff had access to on-call immediate support from the safeguarding leads for urgent safeguarding queries.

The service worked with patients to understand and manage risks by thinking holistically. For example, new patients were assessed to identify any immediate needs in respect of both their physical and mental health, and this was regularly reviewed to identify any changes in the patient’s circumstances. They provided care to meet patients’ needs that was safe, supportive and enabled people to do the things that mattered to them.

Patients were provided with an information pack which included contact details for support if they experienced an emergency outside of standard opening hours. Further information was also available on the service website.

Staff could recognise a deteriorating patient and knew what action to take. Staff had received appropriate training including basic life support and sepsis awareness training. Emergency equipment was available and maintained.

The service detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.

Contracts were in place to ensure the premises were maintained. Health and safety risk assessments and audits had been undertaken and identified risks had been addressed. There was a business continuity plan in place which was monitored and reviewed.

The service made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. They worked together well to provide safe care that met patients’ individual needs.

Staff were supported in a variety of ways. This included a monthly caseload supervision meeting with the Senior Health and Wellbeing Practitioner and a weekly drop-in session with the clinical lead.

The service assessed and managed the risk of infection. They detected and controlled the risk of it spreading and shared concerns with appropriate agencies promptly.The practice had a designated infection, prevention and control lead and all staff had had relevant training. Cleaning schedules were in place and followed. Risk assessments and audits were completed, and actions taken to mitigate risks.

The service made sure that medicines and treatments were safe and met people’s needs, capacities and preferences. They involved people in planning, including when changes happened.

The service engaged in minimal prescribing, which included prescriptions for contraceptives and anti-depressants. Where appropriate, decisions to prescribe medicines were also discussed with CAMHS consultants and the patient’s GP.

Staff involved patients in reviews of their medicines and helped them understand how to manage their medicines safely.

Clinical staff received regular training, were competency assessed on medicines optimisation, and felt confident managing the recording of medicines. Staff managed prescription stationery appropriately and securely. Staff followed protocols to ensure they prescribed all medicines safely, and ensured patients received all recommended medicines reviews and monitoring. The service had effective systems to manage and respond to safety alerts and medicine recalls, which were managed by the provider Herne Hill Group Practice.