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Care Services

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Wellington House, Walmer, Deal.

Wellington House in Walmer, Deal is a Residential home specialising in the provision of services relating to accommodation for persons who require nursing or personal care, caring for adults under 65 yrs, learning disabilities and mental health conditions. The last inspection date here was 19th September 2017

Wellington House is managed by Voyage 1 Limited who are also responsible for 289 other locations

Contact Details:

    Address:
      Wellington House
      371 Dover Road
      Walmer
      Deal
      CT14 7NZ
      United Kingdom
    Telephone:
      01304379950
    Website:

Ratings:

For a guide to the ratings, click here.

Safe: Good
Effective: Good
Caring: Good
Responsive: Good
Well-Led: Requires Improvement
Overall: Good

Further Details:

Important Dates:

    Last Inspection 2017-09-19
    Last Published 2017-09-19

Local Authority:

    Kent

Link to this page:

    HTML   BBCode

Inspection Reports:

Click the title bar on any of the report introductions below to read the full entry. If there is a PDF icon, click it to download the full report.

22nd August 2017 - During a routine inspection pdf icon

This inspection was carried out on the 22 August 2017 and was unannounced.

Wellington House is registered to provide accommodation and personal care for up to 10 people. People living at the service had a range of learning disabilities and mental health needs. Some people required support with behaviours which challenged. There were 9 people living at the service at the time of the inspection.

Downstairs there was a kitchen, dining room, lounge and several bedrooms. There was also a toilet and washroom. There were other bedrooms split over the remaining two floors. At the time of the inspection there were nine people living at the service.

The registered manager left the service on 31 March 2017 but had not been managing the service for some time. An acting manager had been running the day to day service for over a year. A new manager had been appointed and was in the process of applying to become the registered manager of the service. They were due to start at the service in September 2017. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

At the last inspection a requirement notice was given as staff had not responded to people’s health care needs in a timely manner. Recommendations were also made to improve the storage and administration of medicines, to give people the opportunity to share their views with staff and regular staff team meetings were not being held.

At this inspection improvements had been made and the requirement notice was complied with, the recommendations implemented and areas of improvement made.

Staff were monitoring people’s health care needs in a timely manner and sought the necessary health care advice when people needed further medical attention. All appointments were clearly recorded and followed up with the outcome of the visit.

Medicines were administered safely, with improvements to the storage and the way staff transported the medicines. Staff supported people to be involved with their medicines and take them as independently as they could.

Team meetings had been held on a regular basis and people had individual opportunity to feedback with the support of their key worker to ensure they had the opportunity to formally share their views.

Improvements had been made in the system to ensure that staff were aware of people’s changing needs. They signed and dated the information in the communications book to show they had read about the changes.

People told us that staff were around when they needed them. Staff told us they were flexible when it came to cover for absent colleagues and the shifts were covered by permanent staff. There was sufficient staff to enable people to access the activities they wanted to do or attend health care appointments.

Staff were recruited safely and checked to ensure they were suitable to work at the service. Ongoing training ensured that staff had the skills and competencies to perform their roles. Each staff member had an annual appraisal to assess their performance and identify any further training needs. Staff told us they were supported by the management team and had regular supervision to discuss the service and any concerns they may have.

Risks associated with people’s care had been assessed and measures were in place to reduce the risks to enable people to lead their lives in a way they wanted.

Accidents and incidents were recorded and analysed to look for patterns or trends and adjust people’s care and support to ensure they were as safe as they could be.

Checks were made on the premises to ensure it was safe. Regular health and safety checks were made on equipment and the environment to ensure it was safe. The systems in place to reduce the risk of fire

26th July 2016 - During a routine inspection pdf icon

This inspection was carried out on the 26 July 2016 and was unannounced.

Wellington House is registered to provide accommodation and personal care for up to 10 people. People living at the service had a range of learning disabilities and mental health needs. Some people required support with behaviours which challenged.

Downstairs there was a kitchen, dining room, lounge and several bedrooms. There was also a toilet and washroom. There were other bedrooms split over the remaining two floors. At the time of the inspection there were nine people living at the service.

The service had a registered manager in post; however, they were not currently in charge of the day to day running of the service. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run. There were two deputy managers running the service and the area manager was based at the service regularly to offer them support.

The staff had not sought the necessary health care advice when a person had become unwell. Their condition deteriorated significantly. Staff had not recorded what action they had taken, if any and had not responded to the situation by seeking medical advice.

There had been no team meetings for the staff for a period of six months. People had not consistently had an opportunity to formally share their views with staff. The deputy manager said they had identified these shortfalls and was ensuring meetings were happening now.

Medicines were administered safely but improvement s were needed. The security of medicine storage could be improved. Staff transported medicines to people in open pots and there was a risk the medicine could be spilled. People were supported to be as independent as possible with their medicines.

Staff used a variety of methods to communicate about people’s changing needs. A communication book was used to share important information about the service and people. Staff signed this book when they had read it, but did not date it so it was difficult to tell when they were aware of new information.

Staffing levels were flexible depending on the needs of people and what was happening that day. Staff regularly covered shifts if colleagues were unwell or not in work. People were able to access the activities they wanted and any appointments as necessary. Staff were checked to make sure they were of good character and suitable to work with people.

Risks relating to people’s health, their behaviour and other aspects of their lives had been assessed and minimised where possible. Staff completed incident forms when any accident or incident occurred. Incident forms were collated and analysed to identify any pattern to check if people’s support needed to be adjusted. Regular health and safety checks were undertaken to ensure the environment was safe and equipment worked as required. Regular fire drills were carried out.

Staff knew how to recognise and respond to abuse. The deputy managers and the area manager had reported any safeguarding concerns to the local authority and these had been properly investigated.

Staff had received induction, training, support and supervision to support people effectively. Staff had up to date knowledge on the Mental Capacity Act 2005 (MCA) and Deprivation of Liberty Safeguards (DoLS). The Care Quality Commission (CQC) monitors the operation of the Deprivation of Liberty Safeguards (DoLS) which applies to care homes. These safeguards protect the rights of people using services by ensuring if there are any restrictions to their freedom and liberty, these have been agreed by the local authority as being required to protect the person from harm. There were no DoLS in place and people were able to come and go as they pleased

 

 

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