Wellington Care Head Office

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

The leadership team were capable and committed to working hard to improve morale and culture. The registered manager led by example and strove to continuously learn and improve the service. They had a positive vision for the service which was supported by staff. The registered manager was aware of their legal responsibilities and had a good understanding of risk. There were effective governance procedures which ensured the service was managed safely.

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 registered manager had worked hard to improve the culture of the service and promoted openness which had been communicated to staff. There were regular meetings for staff and their views were listened to. Staff told us the culture of the service had improved and they felt valued, and their views were respected. Comments included, “I've never known anything like it, it's so good now [working for the service], “Really enjoy it [working for service] and wouldn’t have come back if didn’t – improved lots recently – more than happy to come back” and “Still early days but making really big changes and so much better than what it previously was – I feel listened to, and all managers are very supportive and I never feel that I would be turned away.”

The leadership team ensured policies reflected current guidance and best practice. They carried out spot checks and audits to make sure people were being provided support to the standards expected.

The registered manager could demonstrate how they were inclusive and showed compassion. They were respectful of people's culture and needs and had the necessary skills, knowledge and experience to carry out their role. A senior member of the organisation told us, “Now the culture is much more open with the new registered manager. We have pushed for a positive change and culture. They [registered manager] are so good and work tirelessly. They make sure they know people, and everyone really likes and respects them. Staff really appreciate the relationship with them.” The registered manager told us they had worked hard to be a positive, approachable, and supportive leader, saying “We have made the management side a lot stronger. I believe we now have the right people in the right places to give the right support to people.” Staff spoke positively about the company and their experience working there, and how this had improved. A staff member told us, “I trust in [registered manager] they will get things done and have made a lot of change within Wellington care.” Another said, “We can voice our opinions now and don’t feel there will be repercussions. The management is best it's ever been. Now I feel treated fairly as things are changing, it’s not perfect but it's on the up.”

Systems and processes were in place for the service to uphold equal opportunities in accordance with the Equality Act 2010. People received care that was person-centred and their care plans included information on protected characteristics such as age, disability, race, religion, alongside their interests and preferences. The provider's values were an important part of the work they undertook. Information about these was included in written guides for staff. Staff undertook a range of training and had used this to help ensure procedures were followed and there was good quality care. There were regular meetings so staff could share their experiences and learn together.

Staff told us improvements had been made at the service and they now felt they had opportunities to speak up if they had any concerns about the service and felt confident they would be listened to and treated fairly if they raised concerns. A staff member said, “When management was different, I would not have stayed [working for service]. Management has changed dramatically for the better. We are not frowned upon if you have an opinion - and your opinion is valid.” Another told us they were “100% confident to speak up. Every single time I do I get a response and action is taken.” Staff had various opportunities to share concerns or queries, such as in individual supervision meetings and wider staff meetings.

There was a policy for whistleblowing. This meant there were processes for staff to follow should they wish to speak with external agencies such as the local authority, the CQC or the police, if they were unable to report concerns about people’s safety to the provider or if concerns were not acted upon by the provider. Staff told us they knew of the service's whistleblowing policies and how they could report concerns about the service outside of the management team. One staff member told us, “If something isn’t right or feel it isn’t right, then it is my right to speak up and voice that – that is what I am supported to do.”

Staff told us they were supported with their specific needs and the culture of the service promoted equity for people. One member of staff told us about their wellness action plan they had in place which detailed strategies of what they could do to stay well at work and what their line managers could do to better support them. The member of staff told us, “With management support I can now take on other tasks.” Staff were supported to maintain a good work/life balance and working patterns to help with their specific needs. For example, if they had health conditions, or family care commitments. Staff told us they were able to take breaks, and their health and wellbeing was taken seriously by leaders.

The provider had a range of policies and procedures in place to ensure an inclusive and fair environment for people and staff. Processes were in place for staff to ensure they did not experience disadvantages based on their specific protected equality characteristics, and that they were treated fairly and equally. The leadership team managed the service as an inclusive workplace where staff were treated and supported as individuals.

Staff were clear about their roles and responsibilities and were accountable for their work. They gave examples of their duties in addition to providing care, people were supported with managing their tenancy, benefits and environment. Staff told us the service had seen lots of improvement and ran well. The registered manager understood their individual role and responsibilities and what was expected of them.

The provider had systems and processes that monitored quality and safety. The provider worked well with the registered manager, and they had ongoing oversight and were involved in the running and development of the service. There were effective governance systems in place to monitor risk, safety, staff performance and outcomes. For example, audits of care plans, medicines and infection control systems took place. Staff completed daily notes which gave an overview of the care people had received and any changes in people's health and risks. The registered manager operated with openness. They referred any concerns they had about people's care and welfare to the local authority safeguarding team, and notified CQC of significant occurrences as legislation requires.

People did not provide any specific feedback regarding partnership working and collaboration.

The registered manager understood the importance of collaborating and working in partnership, and they were making efforts to ensure communication and information sharing was as effective as possible. They told us, “[I have] built up a lot of relationships with other professionals such as the local authority, CQC, social workers, and mental health teams. Having named people to be able to go to, is so useful.”

Partners had no specific feedback on this area.

The provider had systems and processes that supported partnership working. This included the sharing of information, face to face meetings and additional training opportunities provided to staff by external professionals. The leadership team were aware of best practice guidance.

The registered manager told us continuous learning, and improvement was important to the development of the service to ensure the continued safe care of people. They had previously experienced some frustration with lack of staffing, and this had impacted the monitoring processes used. We noted that improvements had been made which included the recruitment of senior staff and shift coordinators. The registered manager told us, “This has ensured all quality and compliance is completed, and I can already see the change this has made in a short space of time.”

The service focused on continuous learning and improvement across the organisation and local system. The had an ongoing service improvement plan. This showed a commitment to continually develop and improve the service.